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s1=new Array();s1[1]=new Array("index.htm","Society of Concurrent Engineering - Home Page","Society of Concurrent Engineering, specializing    in the issues of concurrent product development","Society of Concurrent Product Development -Worldwide Headquarters    ---------------------------------------------------------------------------------- Next Boston Chapter meeting Accelerating Organizational Learning Thursday, April 29, 2004 Verizon, 40 Sylvan Road Waltham, Massachusetts Brochure: PDF   ---------------------------------------------------------------------------------- Join SCPD now on our secure website ! Click Here ! ---------------------------------------------------------------------------------- Why Is SCPD Named SCPD? SCPD is an educational organization centered on the values, strategies, principles, processes, practices, tools, technologies and people capabilities related to the "Concurrent Engineering and Concurrent Product Development Body Of Knowledge." The common approach to product development, still used by most industrial and high-tech companies around the globe, is based on the Taylor assembly line principle. Sequential, evolving to rapid sequential, practices sustained this approach for nearly eight decades. Corporations that achieved "rapid sequential" found that they were now approaching concurrent, at least in certain design and/or development functions. Additional research in the management science of product development, from many independent sources, indicated that even higher results could be achieved if all the key people involved in the various sequential steps became even more involved in the earlier steps. Researchers and practitioners alike have not yet found the limits on the benefits of the various methods of early involvement. Why is "Concurrent" the name of choice for the Society? Why not "Parallel," "Integrated," "Interfaced," "Networked," "Collaborative," or "Rapid?" Because none of these words captures the ongoing management science developments that clearly indicate that the key stakeholders of product development activities need to be involved early and, for the most part, continuously. Concurrent is the word that is truest in definition to what the management science has shown produces the best product development results, both for senior management and for product developers. Why "Product Development" and not "Engineering?" Because the management science shows that to achieve the best results not only must the several engineering disciplines work concurrently but the key cross-functional stakeholders from marketing, product management, purchasing, manufacturing engineering, production, quality, and other functions must be concurrent as well. Perhaps more importantly, many many companies and industries that develop products have no engineers. Biologists, nutritionists, chemists, physicists, and other technical disciplines perform the technical roles in cross-functional product development teams. Product Development better captures the reality of the management science and the disciplines of the companies that develop products. Therefore, we are the Society of Concurrent Product Development [SCPD].  Go to Amazon Search SCPD Guestbook SCPDWeb Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[2]=new Array("mvv.htm","Society of Concurrent Engineering - Mission, Vision, Values","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Mission, Vision, Values   VISION To be recognized by industry, academia, and by other professional societies as the best value source to attain the knowledge necessary to achieve advanced product development capabilities and practices. MISSION To further the development of and to promote the application of Concurrent Engineering (CE) and Integrated Product Development (IPD) in companies and organizations worldwide. VALUES Leadership: To embrace rapid product realization techniques and to advance our nation’s economy, driven by ourselves, our companies and our Sponsors.   Member Recognition: To individuals in our organizations as facilitators of improvement, to our companies and to Sponsors for foresight in fostering environments that lead to the adoption of improved design practices.   Learning: To satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace.   Networking: To stay abreast of industry trends, to interact with like- minded professionals and to identify opportunities for business relationships   Friendship: To make professional acquaintances and to solidify old relationships; taking the SCPD meeting as a professionally rewarding yet enjoyable “time out” from the pace of daily work.  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[3]=new Array("objectives.htm","Society of Concurrent Engineering - Objectives","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Objectives    Disseminate knowledge to promote understanding of Concurrent Engineering (CE) and Integrated Product Development (IPD) concepts and processes. Provide a continuous forum for networking and sharing of ideas among professionals in all disciplines involved in product development. Improve enterprise effectiveness by expanding the CE/IPD Body of Knowledge by emphasizing the implementation of practical approaches in industry. Participate in the origination and/or refinement of the Concurrent Engineering knowledge using both internal capabilities and collaborative relationships. Foster a continuous learning organization by maintaining a SOCE Body of Knowledge that remains comprehensive while focusing resources and activities on emerging and leading edge techniques. Operate to achieve multi-national and multi-lingual communications and text capabilities.  Go to Amazon Search SCPD  Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[4]=new Array("strategy.htm","Society of Concurrent Engineering - Strategy","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Strategy   FORCES DRIVING SCPD STRATEGY First is the need for an improved capitalization of the Society, both financially and through increased volunteer resources. We will remain an organization focused on "members" and not on "corporations," but we will move forward financially with the solicitation of Worldwide and Chapter Sponsorships from corporations and other aligned organizations. There is a Worldwide and Chapter Sponsor Policy in place that will be dusted off and pursued with renewed energy. Forgiving the details, the policy is that Worldwide Sponsors contribute $1000 minimum and Chapter Sponsors contribute $500. Worldwide Sponsors get two free memberships and Chapter Sponsors get one. All sponsors are prominently recognized in SCPD publications and conferences. The program is renewable annually as SCPD is interested in long term relationships and ongoing participation with Sponsor Companies' product development professionals. Sponsors are also strongly encouraged to pay the currently low $50 per person annual membership fee for up to ten of their employees. Their effective contributions are then more like $1000 and $1500 per year, Chapter and Worldwide Sponsor respectively. A senior official from the Sponsor is also asked to participate on either the Board of Directors or on an Advisory Board to facilitate alignment between SCPD and Member Company needs. In most cases, the Sponsor fees are tax deductible by the Sponsor as SCPD is a registered not-for-profit corporation in the State of California. All current SCPD members are encouraged to consider their employers as potential Sponsor corporations or organizations. We will also move forward to improve capitalization resource-wise. From a local or regional perspective, we will actively recruit new members and start-up new chapters in target geographies who will then involve their new members in chapter operations and programs. From a Worldwide perspective, the Worldwide Board of Directors (WWBOD) -- currently less than ten persons -- will double in size and Committee organizations residing under individual Worldwide Officers will then be created. This will result in a quadrupling of volunteer effort at the Worldwide level over current levels. In the longer run, we will seek funding for one to three permanent employees that can handle the needs of the global organization we envision. These resource initiatives will also enable SCPD within two to three years to have a source of volunteers that will enable SCPD to become self-renewing, locally and internationally. This initiative was also outlined in my previous letter. Finally, there is the issue of stabilization of the operational performance of the Society. All of the services and benefits SCPD has delivered to members and friends of the Society since its founding have been highly variable. Most members have personally experienced the lag time that it takes to become officially active and listed as a Member with benefits in full standing. The SCPD Worldwide Board of Directors is currently working toward four Critical Success Factors to achieve "permanency as professional organization." We ask that all SCPD Members contribute to achieving them.   Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[5]=new Array("Stratupdates.htm","Society of Concurrent Engineering - Strategy Updates","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Strategy Updates   Below is a list of Strategy Updates as the SOCE organization grows and progresses: Strategic Update #1 - March 2, 2000 Strategic Update #2 - TBD Strategic Update #3 - TBD Strategic Update #4 - TBD Strategic Update #5 - TBD Strategic Update #6 - TBD Strategic Update #7 - TBD Strategic Update #8 - TBD Strategic Update #9 - TBD Strategic Update #10 - TBD Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[6]=new Array("ce/ce1.html","Society of Concurrent Engineering - SOCE & CE","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SCPD & CE     Last  Next  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[7]=new Array("ce/ce26.html","Society of Concurrent Engineering - SOCE & CE","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SCPD Body of Knowledge     Last  Next  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[8]=new Array("presidents_message.htm","Society of Concurrent Engineering - President's Letter","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -President's Letter   Dear Product Development Professional: It has been a year since my last letter to the Members of SCPD. The outlook last December was not too rosy. We were in the middle of a deep downturn and on the cusp of a war. I hope that we can all share increased optimism this December. Uniformly positive reports of the last several months indicate that businesses and financial markets are slowly rebounding, and consumer confidence is up significantly. This Past Year Not to be deterred by the lack of a rosy outlook last December, SCPD’s superstar Boston Chapter pushed hard through the spring to produce Boston’s 8th Annual Conference in June. For the past several years, Boston’s leadership team has graciously allowed this conference to be called the Worldwide Conference without getting much help from the WW organization. Under the leadership of President Renee Dorjahn and VP Conferences Mike Burstein, Boston had perhaps the best program ever planned. To everyone’s great disappointment, company budgets were such that the conference had to be postponed. WW SCPD had planned on holding our annual Board of Directors and Advisory Board meeting in conjunction with the Annual Conference and it too had to be postponed. Our Society is filled with high performers. As a whole, we really took this setback quite hard. The Boston Chapter continues to put on their high quality morning and evening programs as they have done for a decade. Everyone is now rethinking how we bring about the next conference, and a different approach for annual or semi-annual meetings of the WW Board. During the past six months it was not appropriate to significantly task the volunteers that have given so generously to SCPD for so many years. It was time to lick our wounds and sit back and ride-out the storm and wait for calmer weather. Well, calmer weather appears to be close at hand. The exception to this all was the San Diego Chapter which has gone from largely dormant a year ago to a thriving entity on the left coast. Under the leadership of new President Joe Bailey, former President and current Treasurer Alan Barnebey, and Boston transfer Andy Pattantyus, San Diego has been holding programs regularly for the past year with increasing levels of attendance and membership. Everyone in SCPD is encouraged by San Diego’s success. One of WW SCPD’s internationally recognized Advisory Board Members, Don Reinertsen, will be the speaker at San Diego’s upcoming January 2004 program. Turning To The Future In January 2004, Members should expect to see the value of their membership dollar increase. It is time to roll out some capabilities that have been in development for a couple of years that are finishing this month. These capabilities will add value for existing Members and make it easier for SCPD to bring additional Members into our organization. First, there will be an announcement of a new secured area of the website that will contain "content available only to Members." Our existing secured area allows Members only to update their membership information and renew membership. Members will access the new secured area the same way we presently do, but now we will also find significant content. All intellectual property published by the Society since its inception will make its way into the Member repository during the first months of 2004, and more. Second, Dick Power has stepped-up to take over the key position of VP Membership that has been open for too long at the WW organization. Dick is a founding father of the Boston Chapter and served as VP Membership in Boston for many years until he joined the WW BOD about three years ago. Dick has already arranged for an outside contractor versed in both MS Access and web development to assist with the membership function. One of Dick’s first acts will be to resend to Members their access information and password to the secured area of the website so that all Members can take advantage of the new content that will become available in January 2004. Finally, all Worldwide and Chapter officers will begin managing their respective organizations through a separate but related area of the secured website. Since the founding of SOCE/SCPD, every Officer has kept their files on their individual computers. I personally made an effort over the past three years to keep some type of central repository active for SCPD as officers retired or moved to other positions so that new blood did not have to start from scratch. This was better than the alternative, but it put a single person on the critical path for too many activities. Well, in January 2004 all SCPD master files will be moved into a central repository on the website. Every Officer will have access to the repository of master files. There will be two levels of security, WW Officers and Chapter Officers. It may take a few months for everyone to get used to the new system, but in the long run SCPD will become more effective and/or efficient. This web-enabled approach is much more practical and appropriate for our largely virtual society and the increasingly virtual world in which we now live and work. I would like to thank all SCPDers for your participation, volunteer time, and for your loyalty to SCPD during these challenging times. The outlook for 2004 is bright and the value that Members will receive from SCPD will noticeably increase. Sincerely,  Bradford L. Goldense, NPDP, CMfgE, CPIM, CCP SCPD WW President December 4, 2003  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[9]=new Array("bod.htm","Society of Concurrent Engineering","","Society of Concurrent Product Development -Board of Directors    BOD Annual Meeting photo Each chapter has its own Chapter Board of Directors as well as the Worldwide Board of Directors listed below. If you're not sure who to talk to about a given chapter, please talk to either Brad Goldense or Dick Power SCPD WorldWide Officers Worldwide President Brad Goldense Goldense Group Inc. Phone: 781.444.5400 Fax: 781.444.5475 president@scpdnet.org Immediate Past Worldwide President Dr. Tom Booth Allied Signal Aerospace Phone: 310.512.3347 Fax: 310.512.1247 past.president@scpdnet.org VP Communications Anne Schwartz Goldense Group, Inc. Phone: 781.444.5400 Fax: 781.444.5475 vp.communication@scpdnet.org VP Chapter Development Vacant VP Membership Dick Power Power Plans Phone: 508.660.9770 Fax: 508.660.9770 vp.membership@scpdnet.org VP Publications John Cushman Consultant Technology Interface Phone: 805.373.9945 Fax: 805.381.1156 vp.publications@scpdnet.org Treasurer Alex Cooper Management Roundtable Phone: 781.891.8080 Fax: 781.398.1889 treasurer@scpdnet.org VP Internet Richard (Dick) Mason Bayer Diagnostics Corp. Phone: 508.359.3770 Fax: 508.359.3955 webmaster@scpdnet.org Co-VP Knowledge Management Curtis Dale Hargadine 3M Surface Conditioning Division Phone: 651.733.7413 Fax: 651.733.6376 cdhargadine@mmm.com VP Society Communications Peter Fritz 3M Surface Conditioning Division Phone: 651.736.3655 Fax: 651.733.6376 Co-VP Knowledge Management Don Stewart Concurrency Group Phone: 781.788.9813 Fax: 781.788.9817 stdon@comcast.net VP Refereed Publications David Meeker meeker@mit.edu VP, Marketing Chris Hawver Sopheon Corp. Phone: 952.851.7535 Fax: 952.851.7766 chris.hawver@sopheon.com VP Conferences Laura Clarahan ACSYS Technologies Phone: 248.233.0361 Fax: 248.223.0309  SCPD Worldwide General Directors Kumar Vaidyanathan, Ph.D. Federal-Mogul Corporation 47001 Port Street Plymouth, MI 48170 Main: 734.254.0100 Direct: 734.254.8252 Fax: 734.254.8901 kvaidyan@fmo.com Bob McGill Solidworks rmcgill@solidworks.com SCPD Chapter Presidents Chapter President: Boston Jerry Robertson Summit Safety, Inc. Phone: 866.641.1500 X105 Fax: 866.641.1501 waterst.jr@comcast.net Chapter President: San Diego Joe Bailey Right Hemisphere Phone: 949.643.5046 Fax: 949.643.5046 joebailey1@hotmail.com  Chapter President: Silicon Valley Bruce Pittman Profit Engineering Technologies Phone: 408.867.0998 Fax: 408.867.0208 siliconvalley.chap.president@scpdnet.org   Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved.");s1[10]=new Array("chapinf.htm","Society of Concurrent Engineering - Chapter Info.","","Society of Concurrent Product Development -Chapter Information    The SCPD is organized centrally at global level. However, local chapters chapters further the mission of SCPD at the regional level. Below is a list of SCPD's chapters: Boston - SCPD Boston Chapter San Diego - SCPD San Diego Chapter Silicon Valley - SCPD Silicon Valley Chapter Quebe c - SCPD Québec Chapter Interested in starting a chapter? Contact Brad Goldense , SCPD Worldwide President     Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved.");s1[11]=new Array("corpspon.htm","Society of Concurrent Engineering","","Society of Concurrent Product Development -Worldwide Sponsors   WHY BECOME AN SCPD SPONSOR? For information about becoming a Worldwide Sponsor of SCPD, contact any member of the SCPD Board of Directors SOCE appreciates the generous support and assistance of: Goldense Group, Inc. 1346 South Street Needham, MA 02492 PHONE (781) 444-5400 FAX (781) 444-5475 Primary Contact: Mr. Bradford L. Goldense, CMfgE, CPIM, CCP President Product Development Process Consulting 7533 34th Avenue SW Seattle, WA Primary Contact:  Mr. Robert M. Neel Principal Sopheon PLC 2850 Metro Drive Minneapolis, MN 55425 Primary Contact: Mr. Chris Hawver Chief Marketing Officer Secondary contact: Dave Erlandson Solutions Marketing Director for Accolade Systems Sopheon newsletter Bayer Diagnostics 63 North Street Medfield, MA 02052 Primary Contact: Mr. Richard Mason Mgr. R&D Analytical Services Phone: 508-359-3770 Rogers Corporation One Technology Drive PO Box 188, Rogers CT 06263-0188 Phone: 860.774.9605 Fax: 860.779.5509     Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved.");s1[12]=new Array("benefits.htm","Society of Concurrent Engineering - Benefits","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Benefits    SCPD Membership Benefits Practical programs by and for practioners on today's most interesting and critically important business topics, including product development processes, high performance teams, understanding customer needs, and enabling technologies. Opportunities to share experiences with colleagues and learn from leading practioners, researchers, and consultants from well known companies in commercial and defense industries, government agencies and universities. Informative national and chapter publications focusing on what works and what doesn't in the team approach to product design, delivery, and support. Members receive a quarterly national newsletter, a monthly "News & Notes" bulletin, and chapter newsletters. Discounts for all SCPD chapter meetings, conferences, and publications. Additional Benefits for SCPD Members Soon, Members will receive an annual Membership Directory. This will enable members to network with peers who have like interests and needs, or share geographic proximity. Access to the "Members Only" section of the SCPD Web Site. Here we have archives of past publications, our membership database, and will soon have a online, searchable version of our Membership Directory. SCPD will set up "LOCALnets" and "SIGnets", virtual groups of members who are regionally clustered or share common interests. Through these, Members may further network in highly specific ways. One such area of focus, already developed and featured in the 2001 Conference, is biotechnology. Conference discounts. We co-sponsor conferences and trade events that are of direct relevance to the SCPD mission. In so doing we typically secure deep discounts on the tuition fees, often worth many times more than our annual dues. SCPD Bookstore. SCPD has arranged with Dorset House Publishing Company to offer books at substantial discounts (20% or more!) for members. SCPD is developing a refereed journal on CPD. This will be a quarterly, scholarly forum for cutting-edge developments in the field of concurrency. Members are able to participate in the further refinement of the CPD Body of Knowledge — a repository of worldwide best practices. Each of these benefits is designed to compliment our meetings, conference presentations, and existing publications in support of the SCPD mission to disseminate knowledge and develop an understanding of concurrent engineering and product development concepts and practices. Join on the Web. Use our online Membership System. There are online credit card and pay-by-check (mail in) choices available.    Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[13]=new Array("Sourcefiles/Concurrency%20intro.htm","Society of Concurrent Engineering - Home Page","Society of Concurrent Engineering, specializing    in the issues of concurrent product development","Society of Concurrent Product Development -Concurrency Newsletter    ---------------------------------------------------------------------------------- The following is a sample of the SCPD Concurrency newsletter available only to members.  Concurrency - Fall 2003 PFD ---------------------------------------------------------------------------------- Join SCPD now on our secure website ! Use our secure online Membership System. There are online credit card and pay-by-check (mail in) choices available. Click Here ! ---------------------------------------------------------------------------------- Go to Amazon Search SCPD Guestbook SCPDWeb Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[14]=new Array("discount.htm","Society of Concurrent Engineering - Discounted Publications","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Discounted Publications   SCPD is happy to provide members with relevant materials at reduced prices. Our list of discounted publications will be growing so stay tuned. Free subscription to Rapid News, North America. The magazine of Time Compression Technologies, published seven times a year. SCPD is pleased to announce special reduced rate subscriptions to the Engineering Department Management & Administration Report ( EDMAR).    Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[15]=new Array("newmem.htm","Society of Concurrent Engineering - New Members","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -New Members    Join on the Web. Use our secure online Membership System. There are online credit card and pay-by-check (mail in) choices available. SCPD Membership Benefits Practical programs by and for practioners on today's most interesting and critically important business topics, including product development processes, high performance teams, understanding customer needs, and enabling technologies. Opportunities to share experiences with colleagues and learn from leading practioners, researchers, and consultants from well known companies in commercial and defense industries, government agencies and universities. Informative national and chapter publications focusing on what works and what doesn't in the team approach to product design, delivery, and support. Members receive a quarterly national newsletter, a monthly "News & Notes" bulletin, and chapter newsletters. Discounts for all SCPD chapter meetings, conferences, and publications. Additional Benefits for SCPD Members Soon, Members will receive an annual Membership Directory. This will enable members to network with peers who have like interests and needs, or share geographic proximity. Access to the "Members Only" section of the SCPD Web Site. Here we have archives of past publications, our membership database, and will soon have a online, searchable version of our Membership Directory. SCPD will set up "LOCALnets" and "SIGnets", virtual groups of members who are regionally clustered or share common interests. Through these, Members may further network in highly specific ways. One such area of focus, already developed and featured in the 2001 Conference, is biotechnology. Conference discounts. We co-sponsor conferences and trade events that are of direct relevance to the SCPD mission. In so doing we typically secure deep discounts on the tuition fees, often worth many times more than our annual dues. SCPD Bookstore. SCPD has arranged with Dorset House Publishing Company to offer books at substantial discounts (20% or more!) for members. SCPD is developing a refereed journal on CPD. This will be a quarterly, scholarly forum for cutting-edge developments in the field of concurrency. Members are able to participate in the further refinement of the CPD Body of Knowledge — a repository of worldwide best practices. Each of these benefits is designed to compliment our meetings, conference presentations, and existing publications in support of the SCPD mission to disseminate knowledge and develop an understanding of concurrent engineering and product development concepts and practices.  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[16]=new Array("Sourcefiles/ChapterStartUpGuide.ppt","ChapterStartUpGuide.ppt","","SOCE CHAPTER START-UP GUIDE Chapter Start-Up Guide - Table of Contents SECTION NAME PAGE Creating A Board of Directors 3 Establishing The Slate Of Officers 4 Creating Committees 5 Creating An Advisory Board 6 Putting The Organization Model In Motion 7 Recruiting & Retaining & Managing Members 8 Recruiting Chapter & National Sponsors 9 Establishing the Initial Program Plan 10 Establishing BOD & Program Meeting Locations 11 Getting a Chapter Newsletter Started 12 Minimizing the Volunteer Workload 13 Implementing The Chapter Website Template 14 Managing Finances Properly 15 Qualifying For Full Chapter Privileges 16 Moving Into the Second Program Year 17 Shifting Into Chapter Start-Up Overdrive 18 Initiating the Organization Research target market – companies, universities, product development service firms Identify industries under global pressure, time-to-market challenge, and falling costs/prices Identify the TOP executive for product development or process improvement Call and ask “Who in your organization would be the right person to talk with?” Call them – (These individuals will usually attend the first formation meeting) Within 30 days get back to them with an agenda; when you have 16-20 people schedule the first organizing meeting Establishing The Slate of Officers President Executive VP [Person In Line To Succeed President] VP Finance and Treasurer VP Communications [Includes Recording Secretary responsibilities.] VP Membership [Recruitment and retention.] VP Programs [Four programs required in first year, six thereafter.] VP Publications [Chapter Newsletter required.] VP Internet Services [Chapter Website maintenance required.] General Director(s) [Serve on Committees and help with specific tasks.] XXX = Minimum required Creating Committees Recommended Standing Committees Executive Committee (Optional) Executive VP Finance Committee VP Finance and Treasurer Membership Committee VP Membership Program Committee VP Programs Publications Committee VP Publications Internet Committee (Optional) VP Internet Services Creating An Advisory Board Goal: Create a reference board of high-performing concurrent engineering “wizards” as advisors and top tier network extensions. Typical Candidates Senior Official of alliance partner institutions, colleges, universities Owner/Sr. Manager of sponsor companies Role of Advisory Board Attend 50% of BOD meetings Advise/Mentor selected Committees Putting the Organization Model In Motion X Chapter Advisory Board 5-15 people Chapter BOD SOCE National Chapter Alliance 1 Chapter Alliance 2 8-25 people Chapter Committees 10-50 people, not including the BOD Chairperson and General Directors Recruiting & Retaining & Managing Members Primary Membership functions recruitment/retention database management. Choices Local chapter database National membership database Recruiting - essential to build and grow the chapter; a function of the analysis of target companies Retention - effective and continuous communication is the key Recruiting Chapter & National Sponsors National Sponsors Contribute $1000 per year. Get two free members. Chapter Sponsors Contribute $500 per year Get one free member Best Source – BOD members companies Best Practice – Chapter sponsor challenged to sign up 10 professionals to get full benefit of membership. Establishing The Initial Program Plan First Year – Four program meetings Subsequent years – Six program meetings Key Objectives Create value by being different from other societies Assure quality of presentations by screening from a group of potential speakers Include plenty of time for Q&A and dialog Best Practice – Two speakers with point/counter point or theoretician/practitioner approach. Establishing BOD & Program Locations Consistent Locations – A single site is best if possible; try to keep to no more than three. Participation is better when people know where they are going. Start meetings around 6:00 PM so attendees can come directly from work without impacting their day. Serve a light supper – it’s less expensive and quicker, permitting the two speaker format. Keep driving time within an hour for best turnout, but some people will drive 2 hours for a great meeting! Member discounts will provide regulars with great value. It will also encourage new participants to join. Getting A Chapter Newsletter Started Communication with chapter members, sponsors and potential members is crucial for success. A chapter newsletter summarizing activities and announcing events is greatly valued by members and candidates alike. Electronic formats will keep costs manageable See “SOCE News”, the national newsletter, as a reference “.pdf” format is recommended – easy to distribute and post to web sites Email can easily be used for distribution Limited “snail mail” for those few that don’t have email is still necessary Chapter email list is a great mechanism – it is easy to establish and maintain and can be used for newsletter distribution and other communication with members. Minimizing The Volunteer Workload NEWSLETTERS PROGRAM YR 1 PROGRAM YR 2 PROGRAM YR 3 SEND OUT PROGRAM CALENDAR FOR ENTIRE YEAR SEND OUT PROGRAM CALENDAR FOR ENTIRE YEAR SEND OUT PROGRAM CALENDAR FOR ENTIRE YEAR July 1 (FY Start) N13 N6 5 11 N1 1 N14 N7 6 12 N2 2 N15 N8 7 13 December 31 N16 N3 N9 8 14 3 N17 N10 9 15 N4 4 N18 N11 10 16 June 30 (FY End) N19 N12 N4 FINANCIAL STATEMENT TO SOCE NATIONAL FINANCIAL STATEMENT TO SOCE NATIONAL FINANCIAL STATEMENT TO SOCE NATIONAL Implementing The Chapter Website Template In today’s Internet age, electronics is the future The Web site is a resource for communication – it is an easy source for members to access for current information Templates for easy chapter site implementation include: Chapter Board of Directors (BOD) Listing of past and scheduled programs Chapter newsletters and other “newsy” features Blank pages for chapter customization See “Boston Chapter” under SOCE Chapters as an example Contact National VP for Internet for templates and implementation Managing Finances Properly Required to have an active bank account with the signature of three Chapter Officers on the bank’s signature card. SOCE Fiscal Year is July 1 to June 30 Annual reporting of beginning and ending balance and revenue and expenses for tax filing required – spreadsheet suffices SOCE is registered as non-profit corporation SOCE’s Federal ID Number is 95-4380057. Provide to: Firms required to collect sales tax on purchases. Chapter Sponsors for their financial records Purchasing organizations before they issue a PO to cut a check Qualifying For Full Chapter Privileges Chapter startup is a deliberate process; it takes time to get rolling SOCE National will help with: Advice based on startup experience Database maintenance, mailing labels, identification of regional members SOCE literature and marketing brochures Membership applications, cover letters, processing Templates and hosting for chapter web site Limited funding of startup activities Chapters must: Staff BOD and committees Conduct several programs Initiate newsletter to report on programs and make announcements Sign up a minimum number of paying members (For details see SOCE Chapter Qualification Guide) Moving Into The Second Program Year Don’t be constrained by the SOCE fiscal year – the best time to start is when you are ready! The toughest time to draw attendees tends to be June 15 – Sep. 15 The second year of operation is the first full fiscal year after initial qualification A full slate of programs (six) and support activities must be in place to retain the initial charter Plan the next year’s program in May; announce in the year end newsletter along with a year end financial statement, and get ready to launch a great second year! Shifting Into Chapter Start-Up Overdrive If you’ve gotten this far, congratulations and welcome from others who have worn your shoes! Other key documents you will need are the Chapter Administration Guide and the Chapter Qualification Guide, available from the national BOD. Forming a new chapter is hard work and requires serious volunteer hours The reward is personal and professional growth, recognition and new friendships and self esteem Good Luck!");s1[17]=new Array("conferences.htm","Society of Concurrent Engineering","","Society of Concurrent Product Development -Conferences    Goldense Group, Inc. (GGI) as part of being a World Wide Sponsor for SCPD, generously shares their Calendar with SCPD. You will leave the SCPD site when you click on the link below. Simply click your browser's back button to return to the SCPD site. GGI events calendar    Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved.");s1[18]=new Array("EventPostings/","Frameset for SOCE Discussion Web","","This web page uses frames, but your browser doesn't support them.");s1[19]=new Array("paper.htm","Society of Concurrent Engineering - Papers & News Articles","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Papers & News Articles   A number of our members have contributed papers on Concurrent Engineering/Integrated Product and Process Development (CE/IPPD) to the society's newsletter, SCPD News. These articles are included below for your review. Agile Product Development For Mass Customization, JIT, Build-to-Order, and Agile Manufacturing By Dr. David M. Anderson Benchmarking Best Practices to Improve Product Development By Kenneth Crow Better Designs, Faster Development By Neil Love Better Product Definitions By Neil Love Customer-Focused Development with QFD By Kenneth Crow Integrated Product Development papers By Kenneth Crow Invest in Better Team Launches By Neil Love Knowing Customer Priorities Is A Competitive Advantage By Neil Love Measurement Moves From Back To Front By Bradford L. Goldense Practitioners Share CE Benefits and Success Strategies By EDMAR Product Development Measures By Bradford L. Goldenese Selecting Mission-Critical Suppliers for your CE Team By William J. Pardee USE of Tools for Decision® Architecture/Software for a Corporate Concurrent Engineering (CE) Solution By John C. Sterling   Go to Amazon Search SCPD Guestbook SCPDWeb Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[20]=new Array("advertising.htm","Society of Concurrent Engineering - Advertising on SOCENews","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Advertising on SCPDNews    Click below to access the details about advertising on SOCENews in the desired format. Ad Sizes PDF GIF Ad Rates: Wordwide SCPD News PDF GIF Ad Rates: SCPD Chapter News PDF GIF    Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[21]=new Array("reciprocal.htm","Society of Concurrent Engineering - Reciprocal Links","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Reciprocal Links   Professional Societies American Society for Engineering Management Colleges & Universities Tufts University Gordon Institute Boston University Manufacturing Engineering Program Conference Producers The Management Roundtable Trade Associations Boston Area Semiconductor Equipment (BASE) Council Software Providers Boothroyd Dewhurst Institute Consultancies Goldense Group, Inc. PDRC DRM Associates Bookstores     Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[22]=new Array("bookstor.htm","Society of Concurrent Engineering - SOCE Bookstore","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SOCE Bookstore   SCPD in association with Amazon.com is in the process of instituting a Bookstore for members and visitors of this site! The Bookstore pages are currently under construction but when completed will have the SCPD Body of Knowledge. Be sure to visit this area often for all your on-line book shopping!  This bookstore is based on SCPD's "Body of Knowledge" and the specific topics are listed below. Each topic is further divided into sub-categories that broaden each topic area. For each sub-category, book titles have been researched and selected from the amazon.com site and displayed here for your convenience. For additional information about purchasing books from the SCPD Bookstore, click here. Body of Knowledge Topics CE/IPD/IPPD - General (Concurrent Engineering / Integrated Product Development / Integrated Product & Process Development) Engineering Design Management - Related Methodologies and Technologies Life Cycle Management & Modeling, And Other Analytical Processes & Techniques Manufacturing - General Management Techniques & Processes People, Communications & Teaming Processes Product Development Processes & Continuous Improvement - General Management Techniques Project & Strategic Planning Management Quality Management - Methodologies & Technologies Rapid Product Development - Related Tools, Methodologies & Technologies Systems Engineering  phone at 800-342-6657 or 212-620-4053 fax the order form to 212-727-1044 mail your order to Dorset House Publishing, 353 West 12th Street, New York, NY 10014 USA. Payment must accompany all orders. Visa, Mastercard, or American Express credit cards are accepted; payment by check must be made in U.S. funds drawn on a U.S. bank. Important: Be sure to identify yourself as an SCPD member by using your membership number or by enclosing a photocopy of your SCPD membership card with your order.  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[23]=new Array("dorsethouse.htm","Society of Concurrent Engineering - Dorset House Books","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Dorset House Books   Discounts from Dorset House Publishing. Dorset House publishes some perennial favorites such as: Peopleware: Productive Projects and Teams (1987), by Tom DeMarco and Timothy Lister In addition, they have some new and exciting books: Business Process Reengineering Using IDEFO (Fall 1997), by Clarence G. Feldmann Quality Software Management, Vol. 4: Anticipating Change (1997), by Gerald M. Weinberg It's easy to obtain more information and place an order: 1. Visit the Dorset House Web site, http://www.dorsethouse.com, for prices and descriptions of the complete list of books and videos. There is a faxable order form located on the Web site. Contact Dorset House by phone, fax, or e-mail to receive a printed order form or other material describing the books (800-342-6657; 212-620-4053; fax 212-727-1044; e-mail dhpubco@aol.com. 2. Determine your SOCE member discount price for each item to be purchased: 1 to 5 copies per title: 20% discount 6 to 49 copies per title: 28% discount 50 to 249 copies per title: 30% discount 3. Add the shipping charge to your discounted price (NYS residents, please add sales tax). Shipping by UPS within the U.S. is $4.75 for the first item, $1.25 for each additional item. For six or more items, call for actual charges. To obtain additional information, including shipping charges for non-U.S. or priority shipping, contact Dorset House. Shipping prices are subject to change. 4. Place your order by phone at 800-342-6657 or 212-620-4053 fax the order form to 212-727-1044 mail your order to Dorset House Publishing, 353 West 12th Street, New York, NY 10014 USA. Payment must accompany all orders. Visa, Mastercard, or American Express credit cards are accepted; payment by check must be made in U.S. funds drawn on a U.S. bank. Important: Be sure to identify yourself as an SOCE member by using your membership number or by enclosing a photocopy of your SOCE membership card with your order.  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[24]=new Array("boston/meetingschedule/docs/flyer_04_04b.pdf","flyer_04_04b.pdf","","The Society of Concurrent Product Development, Boston Chapter, presents: Accelerating Organizational Learning An interactive Workshop Thursday, April 29, at 6:00 PM Verizon, 40 Sylvan Road Waltham, Massachusetts © SCPD 2004 SCHEDULE 5:30 - 6:00 PM 6:00 - 6:30 PM 6:30 ­ 8:30 PM 8:30 ­ 9:00 PM TO REGISTER Register onLine at: Registration Buffet Program Q & A www.acteva.com/go/scpdbos (check the box at the bottom of the page) then pay at the meeting registration table. Or, if you prefer, select credit card payment, and just check in and pick up your badge when you arrive. Early registration is appreciated. ADMISSION (includes buffet) SCPD members . . . . . $12 Non-members . . . . . . $20 Students . . . . . . . . . . . $5 Become an SCPD member at the event ($50 dues for one year) and receive an $8 discount on the spot! THE PROGRAM Over the past decade, we have discovered that the better companies are at learning, the more successful they are with product development. This workshop will show how you can assess and accelerate your own company's capability to learn as an organization. We'll start by discussing how groups with different functional knowledge interact. We'll show the factors that companies judge to be most critical for successful cross-functional product development. You will learn how to look at your own organizational culture in a new way to understand where to focus your efforts. You will then work through practical exercises to evaluate your own organization's product development learning capability and readiness to implement an initiative to accelerate it. Learn: · Who to include in an assessment. · What questions to ask. · When to initiate an evaluation. · Where to find the critical data on product development learning capability. · How to identify potential trouble spots. · What it takes to build your company's ability to continuously improve product development. MODERATOR Merle Kummer, Principal, Kummer Consulting, is a leading consultant on implementing innovation. She builds companies' skills for responding to change ­ new discoveries in science, new technologies, new customer demands, new markets ­ and coaches executives for leadership development. Merle has worked for more than 20 years as consultant, senior manager, and project leader in scientific, technical, and health care organizations, including AstraZeneca Pharmaceuticals, Analog Devices, Boston University School of Engineering, and Hewlett-Packard Medical Products. For updates, location, and directions, visit: www.SCPDnet.org DIRECTIONS From Rt. 95/128, take exit 27 to Winter Street (Wyman St., then Winter St. if approaching from the South), keep to the right along Winter St, then turn left onto Sylvan Road, approx. 0.5 miles from Rt. 128. Park in the visitors' section or along Sylvan Road. Enter through the main lobby located in the first building to your right.");s1[25]=new Array("search_engine.htm","Search this Site","","Society of Concurrent Product Development Search Engine  Use the form below to search for documents in this web containing specific words or combinations of words. The text search engine will display a weighted list of matching documents, with better matches shown first. Each list item is a link to a matching document; if the document has a title it will be shown, otherwise only the document's file name is displayed. Search:  The search engine will find pages on this website only. For best results enter just one or two words. Searches on more than one word will be treated "as a phrase". Use the asterisk (*) character for wildcard searches.");s1[26]=new Array("sign-in/guestbook.htm","SOCE Guestbook","","SCPD Guestbook For more information about the Society of Concurrent Product Development (SCPD), please provide the following information. Please be sure to check the box next to "Please add me to your mailing list."  By doing so, SCPD will send you important announcements about conferences, etc. [FrontPage Save Results Component] Tell us how to get in touch with you: Name Company Title MailStop Address City State Zip Code Tel (Format: 619-555-1212) FAX (Format: 619-555-1212) E-mail Which SCPD Chapter are you interested in? (Other) Boston Los Angeles San Diego Silicon Valley Other: Enter your comments in the space provided below:  Please add me to your mailing list Please have someone contact me as soon as possible. Last Updated:  03/19/02  ");s1[27]=new Array("webdev.html","Society of Concurrent Engineering - Web Developers","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Web Developers   SCPD would like to thank the various web developers that have contributed at different times to the growth of this website: Ed Radford Consulting The team of web contractors from Goldense Group, Inc. Dick Mason, VP SCPD Web Development Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2002 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[28]=new Array("Stratup1.htm","Society of Concurrent Engineering - Strategy Update #1","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -Strategy Update #1   March 2, 2000 This document constitutes a brief report on the progress of the Worldwide BOD on the first four CSFs during the first three months of 2000. SCPD CRITICAL SUCCESS FACTORS PROGRESS REPORT CSF#1. Stabilize and streamline administration of Membership and Financial Management processes. Achieve a "30-day cycle" in processing all administrative functions. Fast-cycle Membership processing is improving, but it is still not where it needs to be. We still have too many new Members showing up to Chapter meetings whose Membership Application has not been fully processed. As well, we still have too many renewing Members showing up to Chapter meetings whose Renewal Application has not been fully processed. The Worldwide organization and the Chapter organizations are well aware of these ongoing issues. With my apologies to SCPD Members, new and old, please be assured that we are actively working these issues. There is slightly better news for Financial Management processes. We have changed our CPA firm and believe we are now all set for timely annual reporting to the IRS for our non-profit organization. We have largely standardized and made more efficient the annual reporting requirements for Chapters for financial consolidation across SCPD. We are actively interviewing accountants to assist our volunteer Treasurer in keeping the books during the course of the year. Right now, the BOD expects this goal to be achieved in the next few months. CSF#2. Build 7+ new chapters targeted at 100+ members each. Including San Diego, Silicon Valley and Boston, there will then be ten chapters. Reevaluate next growth steps based on an initial success metric of "10 Chapters or 1000 Members, whichever comes first." The number of active Members in SCPD as a whole has been stable over the past few months. The Boston Chapter has lost a small number of members. Some 32 new members joining the San Diego Chapter, and several new members in the Silicon Valley Chapter have offset these losses. The Boston losses are not significant. Boston's Annual Conference will be held in June 2000 and Boston is still predicting a 10-20% increase in overall members for the SOCE year ending June 30, 1000. Worldwide SOCE membership is expected to be up by double-digit percentages as of June 30. With regard to the forming of new Chapters, active discussions are taking place with representatives in Quebec and in Toronto. The BOD expects at least one new Chapter to form in the two months. As well, there have been inquiries from York, Pennsylvania and one from Europe. Since my last letter to SCPD Members, the BOD has drafted four documents that will be sent to all prospective chapters to facilitate their start-up and management processes. The four documents are the "Chapter Start-Up Guide," the "Chapter Qualifications Guide," the "Chapter Administration Guide," and the annual "Chapter Charter Renewal Guide." Three of these four documents are newly developed, the Chapter Administration Guide has been revised. We are already seeing the benefits from this development effort in our communications with our new chapters anticipated in Quebec and possibly in Toronto. Finally, the BOD has been developing a "new member recruiting system." By the end of April 2000, SCPD will start systematically recruiting of new members to our organization. We currently have in place the ability to reach 5000 new prospects and we hope to grow this number to 10K-15K before activating our new member recruiting system. CSF#3. Grow the size of the Worldwide organization. "Double or triple" the size of the Worldwide BOD and institute "5-10 operating Worldwide Committees underneath Worldwide Officers with 5-10 members each." Create a Worldwide Advisory Board of world-class industry experts. We are on the cusp of working seriously on this initiative. The BOD has focused on stabilizing operations and positioning for growth, before expanding the size of our BOD and building Committees. There has been one change to the existing BOD roles and responsibilities to report. The BOD is pleased that Kenneth Crow of DRM Associates, a founding father of SCPD and formerly VP Conferences, has rejoined the BOD as VP of Professional Society Relationships. Ken will coordinate SCPD third-party relationships with other professional societies. These relationships are anticipated to be a key component of SCPD's rejuvenation strategy. Ken is currently working with ASEM, the American Society for Engineering Management, to define areas of mutual synergy. CSF#4. Establish, and then clearly and continuously demonstrate a list of "5-10 value added benefits as a professional would define them" provided to Members of SCPD. Two specific thrusts have been undertaken in this area. More will follow. First, the BOD has completed an agreement with IOMA in New York City. IOMA publishes the highly regarded "MDE - Managing Design Engineering" newsletter, formerly known to many SCPD Members as "EDMAR - Engineering Department Management & Administration Report." In addition to MDE subscription discounts, IOMA and SCPD have agreed to an "open editorial relationship." Upcoming issues of SCPD's newsletter, SCPDNews, will contain excerpts and/or articles from MDE Newsletters that are believed to be of interest to SCPD members. MDE will also be excerpting from SCPDNews. Joe Mazel, MDE Editor, is well known to many folks in SCPD leadership positions. We expect this rekindled relationship with Joe Mazel and MDE to be lasting and to provide tangible benefits to all parties involved. Second, the BOD is actively engaged in exploring an alliance or partnership relationship with ASEM in several areas. The scope of current discussions includes joint conferences, joint membership, and most importantly the introduction of ASEM's well-regarded refereed "Engineering Management Journal [EMJ]" to SCPD Members. SCPD needs to make some type of move in the publications area to achieve parity with other professional organizations. Most associations typically offer two publications as a standard to every member, either a periodic refereed journal or magazine and a newsletter. Right now, SCPD has our SCPDNews newsletter but we do not have a magazine or refereed journal as part of our member benefits package. During the next quarter, each of the Chapters will be asked to solicit their BOD and Members for input as to whether or not SCPD should make a move to provide EMJ to all SCPD Members. A decision to do this would absolutely result in increasing the annual SCPD membership dues from the current $50.00 to some larger number. We would still be among the least expensive professional organizations on the planet, but the annual dues would need increase to $80.00 to $85.00 to make this additional benefit available. These rate changes would bring SCPD in line with other professional associations offering a largely equivalent set of benefits. We are also looking at phasing-in the rate change, but the Worldwide treasury is not robust enough to subsidize an uncovered expenditure of this magnitude without some dues increase. March 2, 2000  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[29]=new Array("Sourcefiles/SOCENewsV8-2.pdf","SOCENewsV8-2.pdf","","Concurrency Integrated Product & Process Teams Summer 2003 Intgrated Product Development Concurrent Engineering at onlineg Visit .scpdnet.or SCPD www Summer 2003 Formerly SOCE News Strategy, People, Process, Tools, Technology The Society of Concurrent Product Development Volume 12, Number 1 In this Issue... pg 3 Summer Shape Up We'll leave personal fitness to each of our readers, but for your organization's fitness, particularly its ability to create new products faster and cheaper than its competitors, you'll want to read our feature article: Lean Applications in Product Development: An Untapped Opportunity. Author Clifford Fiore, a Black Belt, Lean Expert, and industry leader in product development, shares insights from his new book. Learn how to use one of the most powerful lean tools. What if your project is late? Consultant Johanna Rothman offers five recommendations other than scheduling overtime. Concurrency Coast to Coast News and coming events from our Boston (pg 8) and San Diego (pg 13) Chapters: People and programs...E-Collaboration...Lean Design...and much more! BOD & ABOD Call for Papers SCPD Vision, Mission and Objectives To Join SCPD For 2003-2004 Conference schedule and information: www.scpdnet.org/boston 1 pg 6 pg 8 pg 2 pg 14 pg 15 pg 16 Concurrency Summer 2003 SCPD Board of Directors President Bradford L. Goldense Goldense Group Inc. VP Member Communications Peter J. Fritz Director, 3M VP BOD Communications Anne Schwartz VP Internet Richard Mason Bayer Diagnostics Corporation VP Chapter Development Richard Power Power Plans VP Member Publications John P. Cushman Technology Interface Conulting VP Finance and Treasurer Alex Cooper Management Roundtable VP Marketing Chris Hawver Sopheon PLC VP Membership Open Refereed Publications David Meeker Compaq Corporation VP Conferences Donald Stewart Concurrency Group VPAlliances Laura Clarahan ACSYS Technologies VP Knowledge Management Curtis Hargadine Development Professionals, Inc. Chapter Presidents Boston Chapter Renee Dorjahn San Diego Joe Bailey General Directors Bob McGill Solidworks Kumar Vaidyanathan Federal Mogul Corporation SCPD Advisory Board of Directors Steven D. Eppinger Co-Director MIT Center for Innovation in Product Development Winston A. Knight Chair URI Department of Industrial Engineering Donald G. Reinertsen President Reinertsen & Associates Jan W. F. Wasley President Simparma, LLC Donald Sebastian Executive Director Center for Manufacturing Systems, Stevens Institute of Technology Preston G. Smith Founder New Product Dynamics Gerald G. Colella Vice President, Global Business Operations MKS Instruments David R. Holm Director, Advanced Development Consumer & Commercial Equipment Division John Deere Ralph Schmitt President Kysor/Warren Hugh Vallely Director of Product Planning Harley-Davidson General Communication: Bradford L. Goldense, President / Phone: 781-444-5400 Email: blg@goldensegroupinc.com Concurrency: John P. Cushman, VP Publications / Phone: 805-373-9945 / Email: jjcush@ix.netcom.com All Other SCPD Board Members and Advisory Board Members: Contact information is found on our web site at www.scpdnet.org. 2 Concurrency Summer 2003 Lean Applications in Product Development: An Untapped Opportunity By Clifford Fiore The pressures facing companies to be profitable in today's business environment have never been greater. With ever-increasing competition, the key discriminator that separates the most successful companies is the ability to create new products faster and cheaper than their competitors. Consequently, the enabler for many companies to accomplish this resides in the product development processes that are utilized to create their products. In addition to the intense business climate, in recent years there has been an emergence of lean concepts that have been successfully applied in the manufacturing field. Many companies have successfully adopted the philosophy and concepts of the much-publicized Toyota Production System. Consequently, considerable literature is available regarding the application of lean concepts within the manufacturing arena that addresses topics such as lean production techniques, factory-based Kaizen events, cellular manufacturing, etc. However, very little information is available in applying these concepts in non-manufacturing related disciplines, or more specifically, in the area of product development. Typically, in terms of creating a new product, the majority of a product's cost is locked-in very early in the product development process. Referring to Figure 1, approximately 50% of the production cost of a product is committed during the Conception phase of development. As the product evolves and the Design Engineering phase is initiated, nearly 70% of the production cost is committed. Clearly, in terms of today's business pressures, a significant opportunity exists for companies to apply these same, wellestablished lean concepts to their product development processes in order to reduce product development cycle time and cost. To date, this is an opportunity that few companies have exploited. Figure 1. Product Cost and the Product Development Process continued on pg. 4 3 Concurrency Summer 2003 continued from pg. 3 So what are the basic lean concepts and how can they be applied in the area of product development? Let's start with the definition of lean. Simply stated, lean is producing what is needed, when it is needed, with a minimum amount of resources, time, and space. Therefore, since the primary goal of lean is to produce what is needed with minimal effort, the key tenets of "lean" are to identify and eliminate activities that use excessive amounts of resources, time, and space. These activities are considered sources of waste, or what the lean practitioners identify as non-value-added activities. Conversely, value-added activities are things that the customer considers important. Under the lean approach, three criteria must be satisfied for an activity to be considered value-added: · The customer must be willing to pay for the activity · The object or part must change or be altered in some way · It must be done right the first time To further clarify, any activity that does not meet all three criteria is considered a non-value-added activity, or in other words, a source of waste and opportunity for elimination. Sources of waste can be grouped into any one of seven different categories: over-production, waiting, transportation, processing, inventory, motion, and defects. To provide a perspective of examples of waste for administrative-based processes like product development as well as examples for manufacturing-based processes, refer to Figure 2. Figure 2: Examples of Waste continued on pg. 5 4 Concurrency Summer 2003 continued from pg. 4 So how are the sources of waste identified within a process like product development? The answer is to review a process from the perspective of the value stream. For product development, the value stream is the sequence or flow of all of the value-added and non-value-added activities associated with producing the product. In addition, analysis of a value stream will include the time necessary to complete each specific activity, queue time ­ which represents the "waiting time" for the product between each activity, and an assessment of the work-in-process. Once this information is gathered, it is documented on a map, called appropriately enough, a value stream map. Utilization of a value stream map is one of the most powerful lean tools. It helps to identify the key sources of waste that represent opportunities for significant process improvement. Historically, most process improvement teams tend to focus on activities where something is "being done" to the product ­ and virtually ignore the non-value-added activities like queue time, transportation, and storage that impact the entire value stream. Consequently, most process improvement teams focus on a very small portion of the value stream and miss the larger opportunity. Referring to Figure 3, this is Figure 3: Characteristics of Process Improvement known as the "process improvement pitfall." In terms of additional lean concepts that can be applied specifically for improvement in the product development arena, three guiding ideas are essential. First, identify and work on what's important to the business. This means picking product development projects with high value for the business that aligns with the organization's core competencies. Second, focus and concentrate the work. This means ramping up the engineering team as quickly as possible with capable and required resources. And third, leverage the business's product and process knowledge. This means using appropriate levels of expertise, learning as much as possible, and capturing the knowledge. Clifford Fiore is a certified Black Belt and Lean Expert and has been employed by a Fortune 50 company for 18 years. He has emerged as an industry leader in implementing concepts towards reducing product cost and development cycle time and is author of the newly published book by the American Society for Quality (ASQ) entitled Lean Strategies for Product Development: Achieving Breakthrough Performance in Bringing Products to Market. Available from ASQ directly using the link below or Amazon.com. http://qualitypress.asq.org/perl/catalog.cgi?item=H1205 5 Concurrency Summer 2003 What if Your Project is Late? Use Overtime as a Last Resort By Johanna Rothman Overtime is the last degree of flexibility in a project. Unfortunately, too many project managers and project staff use overtime as the first reaction when a project starts to miss the schedule. Gene Fellner, in his article in Chapter 19 in the book "IT Measurement, Practical Advice from the Experts," edited by the International Function Point Users Group, Addison-Wesley, 2002, has several arguments against overtime. This one was the one that caught my eye: "One plastics firm - a high-tech bastion of knowledge workers like IT found that by shortening its work week to 32 hours and giving its employees more time to recharge their mental batteries, its defect and rework rate dropped so sharply that net productivity actually increased." I've certainly found that long periods of overtime create products with tremendous technical debt. That debt causes problems for the next project because the product is unstable, and the problems have to be fixed. Not only does the project staff have to perform new development, they have to fix as well. So, your project is late. What can you do aside from start with overtime? 1. Ask how little you can do. Too many projects start with grandiose plans, delivering a subset of those plans. If you start missing the schedule early in the project, ask how little you can do and still have a successful project. 2. Step back and look at what's causing the slip. Are some people not meeting their deadlines? Maybe they need help with peer review of a design. Maybe they need help with peer review of code, to detect defects before the defects cause build problems or test problems. 3. Are people multi-tasking on too many separate pieces of work? The more people multi-task, the less time they spend on your project, so the project becomes late. The later the project becomes, the more you're tempted to use overtime. But if people are multi-tasking on several projects, overtime makes the problem even worse. With overtime, they context-switch even more often. Make sure people are working on one project at a time. 4. Are people busy fixing problems from the last release? If so, stop development on this release, and fix for a while. Peer review all the fixes, so you know you have a solid code base to start development. continued on pg. 7 6 Concurrency Summer 2003 continued from pg. 6 5. If you haven't defined release criteria for your project, do it now. Maybe you can deliver what you've got. Maybe not, but at least you'll know how late you really are. If you've tried all that, and you're within a couple of weeks of the end of the project, then a little overtime is probably okay. But take the overtime into account when you add up the person-hours you spent on the project, so you can improve your estimates for the next time. If you're near the beginning or in the middle of the project, don't start with overtime. Replan the project, planning to release with fewer features. Reprinted with permission from Johanna Rothman's "Pragmatic Manager" newsletter, Volume 1 #4. Johanna Rothman, author, speaker, and consultant, is a periodic contributor to Concurrency and a former Board Member of SOCE (previous name of SCPD). For information about the Rothman Consulting Group, Johanna's publications and speaking schedule: www.jrothman.com. For information about Johanna's book, "Hiring Technical People: A Guide to Hiring the Right People for the Job," Contact Dorset House, http://pragmaticmgr.c.tclk.net/maabhxHaaZmHAb4ccetb/. Share Your Knowledge To our readers, SCPD invites all our readers, members and non-members, to submit information for publication in Concurrency. We welcome feature articles including tutorials, lessons learned, and CPD implementation cases, as well as other news, features, and announcements. Examples: ·An article especially for Concurrency. ·An article you or someone else has published in another newsletter, journal, or magazine or on the Internet. ·An adaptation of a presentation you or someone else made at a conference or business meeting. ·Announcements of future events and reports of past events. ·News about product development. ·Book reviews. ·News about your area of responsibility as a Board member. ·Results of an opinion poll or research survey. ·A letter to the editor. Author bios and required permissions are prominently included for all material published. Let us hear from you. Share your knowledge and experience with your fellow product development professionals of all disciplines. If you have questions or ideas about proposed content, please contact me and I'll get right back to you. Sincerely, John P. Cushman Phone: 805-373-9945 Fax: 805-381-1156 Editor, Concurrency, Email: jjcush@ix.netcom.com 7 Concurrency Summer 2003 April SCPD Meeting: E-Collaboration Thanks to Marty Ross for hosting us at Verizon! Our first speaker of the evening was Joe Tragert, President of Northridge Associates, who gave a talk on using web tools to enhance product development. Joe told the audience that many companies purchase a system to increase productivity, save money, time, etc. and then find that it is not working to the level they wanted. Since many companies now have fewer people to manage these systems, Northridge Associates often is hired to help take an existing system and make it really work for the company. SCPD Boston Board Member Dick Power, Speaker Joe Tagert of North Ridge Associates, SCPD Boston President Renee Dorjahn, and Speaker Ross Seider of On-Fire Associates CHAPTER Robertson Jerry by Photo BOSTON SCPD Joe asked us "Why use the internet?" Many people automatically say to save money. Lots of managers make decisions based on dollars, but often the result is incremental savings or revenue. The engineering team maybe doesn't understand how these tools are used. Engineers want tools that save them time, and hopefully money, but not the other way around. (The internet has made tools more generically available-not closed within a company-and cheap.) Some examples of how web tools can help: Savings: Revenues: Tools: Compression of life cycles and product development time Fewer errors-increase efficiency Engineers need to listen to product development, marketing, and sales-they get involved in the whole process. Immediate feedback Secure intranet with password control Dashboards--that coordinate a variety of legacy systems that don't talk to each other allowing executives to see a snapshot of how things are going- these are designed to be fun and interesting--and to keep a project in an executive's mind--they aggregate data from different reports and show trends. Data sharing--including specs, CAD drawings, reports, communication via chat continued on pg. 9 8 Concurrency Summer 2003 continued from pg. 8 rooms, bulletin boards, or instant messaging, and project management such as scheduling, archiving, and support of virtual teams. Joe stresses the importance of knowing your team members before virtual meetings happen. You also have to make sure people do what you ask--the software won't do it for you. Tools must be used properly--it is impossible for everyone and everything to work together. He recommended avoiding having people involved too early in the process where things are not ready to be commented on. Open access can be dangerous--the project manager needs to control this to avoid micromanaging. Multi level access can help streamline this problem. Remember that you need a good process to go with the tools--people still need to talk to each other. The internet will not absolve a bad process. During the Q&A an audience member asked how often should virtual teams meet face to face. Joe answered--it depends on your background and location. Teams form interpersonally--they need shared experiences. This becomes even more critical when designing customized products. The internet is useful when engineering a new physical product--when there are drawings. This is more difficult with software development -often people make lots of incorrect assumptions. Another question was asked about intranets. These are repositories and archives that must be viewed as "the" place information is stored for it to work. But, ultimately--it is all about people actually talking to each other. CHAPTER BOSTON SCPD Next we heard from Ross Seider of On-Fire Associates. Ross's talk was on "Engineering Capacity Management in a Web Services Company". Ross looks at capacity in a slightly different way-the idea is "what is the capacity of the organization in terms of the product development process?" Ross' experience, while at Akamai Technology, was described as "paving the road while driving on it at 100 mph"! Akamai Technology is an outsourced web hosting company that holds the title of the fastest growing services organization ever. Akamai uses distributed networks of servers to manage other company's websites. Customers depend on 100% network uptime on the network--this is Akamai's core competency. The company grew very fast and there were many scaling and maturity challenges such as conflict with project priorities, the acquisition of three continued on pg. 10 9 Concurrency Summer 2003 continued from pg. 9 companies in one year, and a constant, urgent need to keep the train on the track. In terms of software process improvement, Ross said "if you don't know where you are, then a map will be of no use." Akamai worked with PRTM and looked at the correlation between software engineering effectiveness and product development performance. They developed a model to measure the velocity of the organization vs. it's effectiveness. The break-even point was where the product development cost and profit were equal. Akamai was way beyond this point and very profitable, very quickly. They had no manufacturing, no capital, no support, and the product was easy to try. The growth of profit in a web services company is much faster than a standard product company. Functional excellence and project excellence is where this growth comes from for a product company. For a services company, the next improvement level comes from portfolio (invest in right things) and platform excellence (add functionality to existing service)--not from reinventing the wheel. Web based R&D is a fixed cost, independent of the project; therefore improving yield increases profitability. According to Quality Systems Management by Gerald Weinberg, an engineer's efficiency drops rapidly as workload increases. Ross advised the audience to work on the right things and to have flexibility. Engineering, with product management help, ran the Akamai capacity management process. Every 90 days the process was repeated and projects needed to be rejustified. For those 90 days, everyone worked with a common set of assumptions. This gives time to gather facts and bring order to chaos. The planning horizon was the next two quarters. 80% of decisions were made at the team level. The process began with strategic guidance from upper management including 6 month development imperatives and human deployment assumptions. Each technology domain was led by one engineer and one project manager continued on pg. 11 10 CHAPTER BOSTON SCPD Concurrency Summer 2003 CHAPTER continued from pg. 10 (marketing). All have or were obtaining experience across various domains. Senior management took recommendationsfrom each domain. This became quite confusing and many recognized the need for a visual tool to evaluate different projects. An Excel template was developed that forced decisions based on project priorities. The tool helped to communicate complex issues to management. It incorporated a model for what-if analysis, for changes in sorting, and for study of "boundary" conditions where Photo by Jerry Robertson Audience at our April meeting listening to Ross Sneider's presentation BOSTON decisions depended on hiring/firing/moving people. It took into account expected revenues, the capacity of servers, and many other things. About 80% of projects had good solid agreement among the team and management. The other 20% were argued about. These were projects at the "boundary" conditions. We all know that projects never have the assets they need-this template showed what was available. Ross noted many benefits of capacity management. It forces consensus on portfolio priorities and decisions on investment strategy. This re-synchronizes the entire organization. Akamai releases improvements every two weeks on 13,000 servers--that is physically how long it takes, otherwise is would likely be faster. If we measure results by looking at engineering effectiveness: Uptime SCPD Productivity Predictability Akamai has had no service outages in two years (the customer gets a day free if they are down)--there are very strong backbones worldwide in place to reroute if a local connection goes down. New modules are delivered each quarter. How close to every two weeks is each release? Speed is critical for any company-- this equals competitive advantage if you are doing the right thing. Ross certainly knows a lot about this and we thank him for sharing his experience with SCPD. By Debbie Elsea Photo by Jerry Robertson Copyright 2003, Society of Concurrent Product Development - Boston Chapter. From SCPD Boston Chapter Newsletter: "Rapid Product Development." June 2003. Boston Chapter Board of Directors at our April meeting, pictured L-R are Jerry Robertson, Chuck McVinney, Mike Burnstein, Renee Dorjahn, Hans Ludi, Dick Power, Anne Schwartz, Marty Ross, Richard James, Bob Maigret, and Debbie Elsea. 11 Concurrency Summer 2003 12 Concurrency Summer 2003 Bob Meese on Lean Design Special thanks to Roland DG and David Olsen for hosting our June 5th meeting at their beautiful, stateof-the-art headquarters in Irvine. Bob Meese, De$ign Prophet and consultant for Munro and Associates was the program speaker. Bob helps his clients learn about lean design, which is product design for lean manufacturing. As you can see from the picture, Bob is a very dynamic speaker, saying as much with his hands as he does with his pictures. With a few "hands-on" volunteers from the audience, Bob demonstrated the efficiencies that can be gained from implementing a lean design. Annual Meeting On Tuesday July 1st the SCPD San Diego Chapter Board held its annual meeting of the board. During this meeting, planning was done for the next operational year, which goes from July 1st to June 30th. Goals are to host 6 to 7 meetings in various venues, including a workshop in 2004. Workshop Our chapter has a stated intention to organize a workshop to be conducted during the coming year. If you have ideas for a good workshop topic, or have suggestions for a topic subject matter expert, please contact one of the chapter officers. We envision the event to feature 4 to 8 specialists in various facets of product design, coordinated in a logical progression of ideas and methods. The workshop would have a focus on "hands-on" and interactive simulations. Next Meeting ­ August 2003 The next meeting will be held on August 28th at the DD Studios in Carlsbad, returning the venues to the San Diego area. The program "Demystifying Design" will be presented by Scott Clear and Charles Curbbun. Social hour will begin at 6pm, with the presentation starting at 7pm. DD STUDIO, 1817 Aston Avenue Suite 101, Carlsbad, CA. Submitted by Andy Pattantyus, from SCPD San Diego Chapter Newsletter: "Parallel Paths," July 2003 CHAPTER DIEGO SAN SCPD 13 Concurrency Summer 2003 Call for Papers Journal of Concurrent Product Development (JCPD) We are pleased to extend this invitation to you to submit a paper for publication in the journal of Concurrent Product Development. This journal is sponsored by the Society of Concurrent Product Development (SCPD). Papers are solicited in all core areas of Concurrent Product Development, including; product strategy, portfolio management, pipeline management, resource management, product design/development, product testing, commercialization, and all aspects of cross functional teams and management. Papers should be clear, concise, and complete with assumptions plainly identified and data presented. Industrial, academic, and case study papers are welcome. Your paper should be approximately 6000 words (12 pages in the proceedings) and professionally presented. Please note that hard copy submission is required. We will not accept electronic submissions. Please send an email to David.Meeker@compaq.com informing us about your paper submission. This email should contain the following information: Title of the paper Names of all authors Name of the corresponding author Postal address of the corresponding author Phone number of the corresponding author Fax number of the corresponding author Email address of the corresponding author Three to five keywords Microsoft Word Version of paper to facilitate the review process. Additional questions can be addressed to David.Meeker@compaq.com Mail papers to: Society of Concurrent Product Development P.O. Box 68 Dedham, Ma. 02027-0068 14 Concurrency Summer 2003 SCPD Vision To be recognized by industry, academia, and by other professional societies as the best value source to attain the knowledge necessary to achieve advanced product development capabilities and practices. SCPD Mission To further the development of and to promote the application of Concurrent Engineering (CE) and Integrated Product Development (IPD) in companies and organizations worldwide. SCPD Values · Leadership: To embrace rapid product realization techniques and to advance our nation's economy, driven by ourselves, our companies and our Sponsors. · Member Recognition: To individuals in our organizations as facilitators of improvement, to our companies and to Sponsors for foresight in fostering environments that lead to the adoption of improved design practices. · Learning: To satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace. · Networking: To stay abreast of industry trends, to interact with like-minded professionals and to identify opportunities for business relationships. · Friendship: To make professional acquaintances and to solidify old relationships; taking the SCPD meeting as a professionally rewarding yet enjoyable "time out" from the pace of daily work. SCPD Objectives · Disseminate knowledge to promote understanding of Concurrent Engineering (CE) and integrated Product Development (IPD) concepts and processes. · Provide a continuous forum for networking and sharing of ideas among professionals in all disciplines involved in product development. · Improve enterprise effectiveness by expanding the CE/IPD Body of Knowledge by emphasizing the implementation of practical approaches in industry. · Participate in the origination and/or refinement of the Concurrent Engineering body of knowledge using both internal capabilities and collaborative relationships. · Foster a continuous learning organization by maintaining an SCPD Body of Knowledge that remains comprehensive while focusing resources and activities on emerging and leading edge techniques. · Operate to achieve multi-national and multi-lingual communications and text capabilities. 15 Concurrency Society of Concurrent Product Development Formerly the Society of Concurrent Engineering MEMBERSHIP INFORMATION · 12 months for $50 ($86 with EMJ) · 24 months for $90 ($162 with EMJ) · 12 months Student for $20 ($56 with EMJ) SCPD members may subscribe to Engineering Management Journal, the quarterly journal of the American Society for Engineering Management, for an additional $36 per year. For membership application visit: www.scpdnet.org Subscribe to Engineering Management Journal Through a cooperative arrangement with the American Society for Engineering Management (ASEM), SCPD members may subscribe, at a special low rate, to ASEM's quarterly Engineering Management journal (EMJ). Information You Can Use! EMJ provides articles and features related to the management of engineering and technical professionals and of the organizations that rely on them. Practical and pertinent articles and reviews help readers gain insight to and meet the challenges of coordinating the design, integration, and use of new technology in the workplace. 16");s1[30]=new Array("ce/ce2.html","Society of Concurrent Engineering - SOCE & CE","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SOCE & CE     Last  Next  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[31]=new Array("ce/BOK.pdf","BOK.pdf","","SCE o STRATEGY Business & product strategy Market research Competitive analysis Product planning & management R&D management Innovation management Technology deployment Variation & risk management Project funding Project prioritization & selection Process funding & planning Portfolio management Product life cycle management Modularity & design re-use Resource & capacity management SOCE P.O. BOX 68 SOCIETY OF CONCURRENT ENGINEERING BODY OF KNOWLEDGE c 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. PEOPLE Leadership Cross-functional teams Teamwork Empowerment Collocation Communication Consensus decisionmaking Team leader Early involvement Defined roles & responsibilities Flat organizations Career development Common team charter Resource management Performance measures Recognition & reward systems DEDHAM, MA PROCESS Reengineering Concurrency Structured, documented processes Managed, optimized processes Phases, milestones, & gates Systems engineering Customer requirements Product definition Design guidelines Reverse engineering Product specifications Project management Supplier involvement Design reviews Lessons learned Benchmarking Continuous improvement Metrics & measures Groupware & workflow Collaborative computing 02027-0068 TOOLS Quality function deployment [QFD] Standard parts libraries, preferred parts lists Design to cost Product & life cycle cost models Robust design Design of experiments Design for manufacture & assembly [DFM/A] Design for maintainability & serviceability Design for reliability Design for the environment [DFE] Design for testability [DFT] Failure mode & effects analysis [FMEA] Failure reporting & corrective action system Reliability prediction models Group technology [GT] Value engineering o SCE TECHNOLOGY Digital product model Design repositories Solids modeling Electronic mock-up Frameworks Top-down design Industrial design modeling & rendering CAE simulation & analysis Rapid prototyping Computer-aided process planning Knowledge-based engineering CASE CAM/NC programming Computer-aided test Engineering & product data management Product data standards (STEP, IGES, EDIF, ...) Geometric tolerancing EDI & CALS Decision support Integration Version 2.6 WWW.SOCE.ORG");s1[32]=new Array("ce/ce25.html","Society of Concurrent Engineering - SOCE & CE","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SOCE & CE     Last  Next  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[33]=new Array("boston/index.asp","SCPD Boston Chapter","","Industry and other professional societies recognize the Boston Chapter of SCPD as the best value and most accessible source for the advancement of product development practices in the eastern United States. Our Mission: To promote the application of Concurrent Engineering (CE) and Integrated Product Development (IPD) in organizations located in the eastern United States, by: Providing forums for professionals working with product development teams to exchange ideas and share their experiences and knowledge. Recognizing and involving in chapter activities, companies leading in the application of CE and IPD best-practices. Enriching and extending the CE and IPD Body of Knowledge in theory and practice, contributing to the effectiveness and profitability of member companies. Click here to download a copy of the 2003 Welcome to SCPD Boston presentation. Next Meeting: Thursday, May 20, 2004 Name: ER for Troubled Projects Theme: "Workshop" Location: Verizon, Waltham Time: Evening Cost: $12 members, $20 nonmembers, $5 students     Did you miss our last meeting? Click here to check out the newsletter and see what you missed!  A Welcome Letter from our President "I read assiduously and am surprised at how often I run across stories about product development written by people who do not develop products (traditional ones, that is)." read more...");s1[34]=new Array("SanDiego/","SOCE | San Diego Chapter","","This page uses frames, but your browser doesn't support them.");s1[35]=new Array("SiliconValley/","SOCE | Silicon Valley Chapter","","This page uses frames, but your browser doesn't support them.");s1[36]=new Array("Quebec/","Quebec Chapter","","This page uses frames, but your browser doesn't support them.");s1[37]=new Array("Sourcefiles/Concurrency%20archives/Concurrency%20Fall%202003.pdf","Concurrency%20Fall%202003.pdf","","at Visit online .scpdnet.org SCPD Fall 2003 www Volume 12, Number 2 In this Issue... Pg 5 The Rude Realities of Innovation Dean Kamen, inventor of the Segway Human Transporter, offers meaningful guidelines that any company whose fortunes and growth depend on new products can adopt and learn from. Pg 10 Lean product Development and the Toyota Production System World-Class companies like Toyota have a radically different product and process development paradigm, allowing them to far surpass their competitors in innovation and time-to-market. Mike Kennedy, author of "Product Development for the Lean Enterprise," shares insights. Pg 2 Pg 3 Pg 9 Board of Directors and Advisory Board Outlook Bright, Value Increasing: President's Message Share Your Knowledge Pg 13 Why is SCPD Named SCPD? Pg 14 SCPD Membership Powers Up! Pg 15 Supply Chain Collaboration in Lean product Development Pg 18 Boston Chapter Programs Pg 19 Don Reinertsen to Speak at January SoCal Meeting Pg 20 Call for Papers Pg 21 SCPD Vision, Mission, Values, Objectives Pg 22 To Join SCPD 1 Concurrency Fall 2003 SCPD Board of Directors VP Chapter Development Richard Power Power Plans VP Member Publications John P. Cushman Technology Interface Consulting VP Finance and Treasurer Alex Cooper Management Rountable VP Marketing Chris Hawyer Sophen PLC President Bradford L. Goldense Goldense Group, Inc. VP Member Communications Peter J. Fritz Six Sigma Manager, 3M VP Membership Open VP Internet Richard Mason Bayer Diagnostics Corporation Refereed Publications David Meeker Compaq Corporation VP Conferences Donald Stewart Concurrancy Group VP Alliances Laura Clarahan ACSYS Technologies VP Knowledge Management Curtis Hargadine Development Professionals, Inc. Chapter Presidents Boston Chapter Renee Dorjahn San Diego Joe Bailey General Directors Bob McGill Solidaworks Kumar Vaidyanathan Federal Mogul Corporation SCPD Advisory Board of Directors Steven D. Eppinger Co-Director MIT Center for Innovation in Product Development Donald Sebastian Executive Director Center for Manufacturing Systems, Stevens Institute of Technology Winston A. Knight Chair URI Department of Industrial Engineering David R Holm Director, Advanced Development Consumer & Commercial Equipment Division John Deere Preston G. Smith Founder New Product Dynamics Donald G Reinertsen President Reinertsen & Associates Ralph Schmitt President Kysor/Warren Jan W. F. Wasley President Simparma, LLC Gerald G. Colella Vice President, Global Business Operations MKS Instruments Hugh Vallely Director of Product Planning Harley-Davidson General Communications: Bradford L. Goldense, President / Phone: (781) 444-5400 / E-mail: blg@goldensegroupinc.com Concurrency: John P. Cushman, VP Publications / Phone: (805) 373-9945 / E-mail: jjcush@ix.netcom.com All Other SCPD Board Members and Advisory Board Members: Contact Information is found on our web site at: www.scpdnet.org 2 Concurrency Fall 2003 President's Message Brad Goldense It has been a long year since my last letter to the Members of SCPD. The outlook last December was not too rosy. We were in the middle of a deep downturn and on the cusp of a war. I hope that we can all share increased enthusiasm this December. Uniformly positive reports of the last several months indicate that businesses and financial markets are slowly rebounding, and consumer confidence is up significantly. This past year Not to be deterred by the lack of a rosy outlook last December, SCPD's superstar chapter pushed hard through the spring to produce Boston's 8th Annual Conference in June. For the past several years, Boston's leadership team has graciously allowed this conference to be called the Worldwide Conference without getting much help from the WW organization. Under the leadership of President Renee Dorjahn and VP conferences Mike Burstein, Boston had perhaps the best program ever planned. To everyone's great disappointment, company budgets were such that the conference had to be postponed. WW SCPD had planned on holding our annual Board of Directors and Advisory Board meeting in conjunction with the Annual Conference and it had to be postponed. Our society is filled with high performers. As a whole, we really took this setback quite hard. The Boston chapter continues to put on their high quality morning and evening programs as they have done for a decade. Everyone is now rethinking how we bring about the next conference and a different approach for annual or semiannual meetings of the WW Board. During the past six months it was not appropriate to significantly task the volunteers that have given so generously to SCPD for so many years. It was time to lick our wounds and sit back and ride-out the storm and wait for calmer weather. Well, calmer weather appears to be close at hand. The exception to this all was the San Diego Chapter which has gone from largely dormant a year ago to a thriving entity. Under the leadership of new President Joe Bailey, former President and current Treasurer Alan Barneby, and Boston transfer Andy Pattatyus, San Diego has been holding programs regularly for the past year with increasing levels of attendance and membership. Everyone in SCPD is encouraged by San Diego's success. One of WW SCPD's internationally recognized Advisory Board Members, Don Reinerstein, will be the speaker at San Diego's upcoming January 2004 program. Turning to the Future In January 2004, members should expect to see the value of their membership dollar increase. It is time to roll out some capabilities that have been in development for a couple of years that are finishing this month. These capabilities will add value for existing members and make it easier for SCPD to bring additional members into our organization. First, there will be an announcement of a new secured area of the website that will ...continued on pg. 4 3 Concurrency ...continued from pg. 3 Fall 2003 contain "content available only to members". Our existing secured area allows members only to update their membership information and renew membership. Members will access the new secured area the same way we presently do, but now we will also find significant content. All intellectual property published by the Society since its inception will make its way into the repository during the first months of 2004, and more. Second, Dick Power has stepped up to take over the key position of VP Membership that has been open for too long at the WW organization. Dick is a founding father of the Boston Chapter and served as VP Membership in Boston for many years until he joined the WW BOD about three years ago. Dick has already arranged for an outside contractor versed in both MS Access and web development to assist with the membership function. One of Dick's first acts will be to resend to members their access information and password to the secured area of the website so that all members can take advantage of the new content that will become available in January 2004. Finally, all Worldwide and Chapter officers will begin managing their respective organizations through a separate but related area of the secured website. Since the founding of SOCE/SPCD, every officer has kept their files on their individual computers. I personally made the effort over the past three years to keep some type of central repository active for SCPD as officers have retired or moved to other positions so that new blood did not have to start from scratch. This was better than the alternative, but it put a single person on the critical path for too many activities. Well, in January 2004 all SCPD master files will be moved into a central repository on the website. Every officer will have access to the repository of master files. There will be two levels of security, WW Officers and Chapter Officers. It may take a few months for everyone to get used to the new system, but in the long run, SCPD will become more effective and/or efficient. This web-enabled approach is much more practical and appropriate for our largely virtual society and the increasingly virtual world in which we now live and work. I would like to thank all SCPDers for your participation, volunteer time, and for your loyalty to SCPD during these challenging times. The outlook for 2004 is bright and the value that members will receive from SCPD will noticeably increase. Sincerely, Brad Goldense Bradford L. Goldense, NPDP, CMfgE, CPIM, CCP SCPD WW President December, 2003 4 Concurrency Fall 2003 The Rude Realities of Innovation This article was provided by and is printed with permission of CAMP, Inc. (See information at end of article) Dean Kamen, inventor of the Segway Human Transporter, entertained some 250 enthusiastic guests with his thoughts on innovation, September 24, 2003, at the LaCentre Conference Center, Westlake, Ohio. Dressed in faded jeans and a blue button-down shirt, inventor extraordinaire Dean Kamen comes zooming up to the stage in his Segway Human Transporter and immediately dispels the notion that he has any uncanny or insider knowledge of innovation. "People think I wake up and check my calendar," says Kamen. "9:30, invent something. 10:45, get new idea. 11:30, see the world differently from other people.' If I could tell you how to innovate, I'd be sitting on a cloud throwing lightning bolts. I never have a final image of a project until I reach the point where I can say `That's pretty neat.'" "Talking about innovation is intimidating," he continues. "People might think I'm pompous and really know what I'm talking about. But innovation is so intangible. It's like love, everyone wants it but nobody really knows what it is." In his 90-minute CAMP-sponsored presentation in Cleveland, September 25, 2003, Kamen didn't present a secret formula for innovation. What he did was expound some meaningful guidelines that any company whose fortunes and growth depend on new products can adopt and learn from. In his own quirky way, he offers these guidelines in the form of Rude Realities of Innovation and throws in a couple of suggestions. Oh, and by the way, throughout his entire performance, he never left his Human Transporter, drifting around center stage as if on a cloud, while he himself essentially stands in the same place. Chinese Checker His first point is that for all our science, we really can claim little useful application. According to Kamen, there are about 6.5 million U.S. patents (he holds 150 US and foreign patents) yet nowhere near that many innovative products resulting from all this intellectual property. From this observation we arrive at Kamen's Rude Reality of Innovation number one: "Great technology alone rarely constitutes innovation." He cites an example from ancient Chinese history where a complicated device of wheels and gears, a south-pointing chariot, was pulled along by Chinese armies when traversing the featureless Gobi desert at night. Regardless of which direction the chariot was pulled, an icon on the top of the chariot, responding to the complicated gearing, always pointed south. This allowed the rambling hordes to navigate the terrain in darkness. Yet as early as one thousand years before the invention of this ...continued on pg. 6 5 Concurrency ...continued from pg. 5 Fall 2003 chariot, the Chinese had knowledge of all the elements and materials required to construct a compass. But this knowledge was never applied to a device that could accomplish the same objective as the chariot and be carried in your pocket. "A lot of product developers are working on south-pointing chariots," asserts Kamen. "But only years from now will people scratch their heads and ask, "what were they thinking.' If what you are doing is not the best way to solve your customer's problems, its technology, not innovation. Don't waste time on neat stuff just for the technology of it." Not applying known science to real-world applications can retard innovation, but so can the trauma experienced by inventors on the road to creating new products. In broad terms Kamen notes three significant phases of spirit along this path in a graph he titles: "The Dark night of the innovator." Initially the inventor soars with optimism, then with set backs crashes in self doubt, and yet rises again with, "hey it works," if he/she hangs in there. "The problem is, says Kamen, "when things aren't going well, most people lose focus." Quoting that paragon of invention, Winston Churchill, Kamen makes a useful suggestion: "If you're going through Hell, keep going." Miracle Worker In books on innovation we see ideal graphs of the stages of product development on one axis against time on the other. These show efforts from idea generation, to design, to prototyping, to testing and customer evaluation, to scale-up, and finally sale and shipment. Kamen's depiction, however, is a line filled with loops and dipsy doodles. Imagine inflating a balloon, then releasing it, hoping it will spin around the room and hit a specific target. It would take a miracle! But that's what's required sometimes with innovation, according to Kamen's illustration. "The problem," he notes," is when innovating, it's hard to schedule the miracles." The irregular path of the inventor from idea to product is the natural path, claims Kamen. He quotes perhaps the greatest thinker of our age, Albert Einstein, who said, "If we knew what we were doing, it wouldn't be called research!" So the next time you're cursing the darkness in your office at midnight remember Kamen's Rude Reality of Innovation number two: "Innovation is not that exciting. In fact it is so rare it is news. Risk, failure, and unpredictability are unavoidable." So we know the process of innovation is a windy, twisty road full of fits and starts. But try to get those fits and starts behind you before jumping on the freeway to innovation success, or as Kamen says in his tongue-in-cheek suggestion: "Make sure you fail early. The sooner you fall behind, the more time you have to catch up." Failure in the first six months of a multi-year project, working with a small group of people, with lots of flexibility in infant stages, allows lots of margin for error. Mistakes are less costly and chance of full recovery is good. So take risks early, recognize missteps, accept your lumps, learn, and then move on. Failure in the last six months of a project, however, can be disastrous. ...continued on pg. 7 6 Concurrency ...continued from pg. 6 Journey to the Unknown Fall 2003 Rude Reality of Innovation number three: "People spend more time solving solutions than solving problems." According to Kamen, the community of innovators spends most of their time working on incremental improvements in products they developed years ago, not creating new technology. "People are comfortable doing what they know," says Kamen. "And they don't like to give up things that were once true. Following as clearly as day follows night is Kamen's Rude Reality of Innovation number four: "It's not what we don't know that inhibits innovation, its what we do know that just isn't true any more." Dr. W. Edwards Deming, the quality guru, used to tell the story of how carburetor manufacturers spent considerable time and resources making carburetors better and better, at lower and lower cost. Of course, while this "innovation" was proceeding, the automotive industry transitioned to fuel injection and carburetor companies, with the best damn carburetors in the world, went out of business. "You must be aware, look around in our world and see what is not true anymore," says Kamen making another useful suggestion. "The Stone Age didn't end because they ran out of stone." While all projects need management, innovation per se requires leadership. Innovation is not a spectator sport," says Kamen citing Rude Reality of Innovation number five. Management contents itself in doing things right. "But the more they get the process down, whatever that process is for, the more resistant they are to changing it," says Kamen. Leadership, on the other hand, results in doing the right things. Doing the right things can absorb a lot of inefficiencies. So management must be careful of getting so good at managing, at making the systems better, that they actually discourage innovation. At the very least, if you can't lead, at least get out of the way. The Stuff of Life Why should we innovate? "Innovation drives life itself," says Kamen. Certainly it is the only way to create brand new industries. And the best time to start is now, if not yesterday. According to Kamen most companies approach his design firm, DEKA Research and Development Corp., Manchester, N.H. (www.dekaresearch.com) much too late in the process when looking to improve or even salvage their business. "It is inevitable that if you wait to innovate when there are no alternatives, you will be behind your competition," he says. "It wasn't raining when Noah started building the ark." People want to be innovative, to be creative. "Innovation is one of the most uniquely human things we can do," notes Kamen. Our culture is very forgiving of individuals who try and fail. In fact their efforts are applauded. However, companies are not so receptive. "We say, `To err is human,'" says Kamen referring to Rude Reality of Innovation number six, "but -- read the fine print -- it's not company policy." Sooner or later people in companies trying the really new stuff will have a big failure and they will be kicked out. "Society wants low risk, no surprises, and expected return," says Kamen. "Its unfortunate, but the punishment for failure is much greater than the reward for success." In order to innovate, people must embrace change, and leaders must initiate change. People do the things they do because that is what they like to do. If you ask ...continued on pg. 8 7 Concurrency ...continued from pg. 7 Fall 2003 them to do something else, they will resist. People say they like change, "but what they mean," says Kamen, "is, I want you to change to do it my way." Everyone at your company is a potential innovator. A tip in identifying them is to look for those who, despite all reasonable analysis, don't give up on their ideas. "Every remarkable event happens because of a crazy idea," says Kamen, "and ends up with a courageous lunatic." We think of innovators as optimists--remember those crazy siblings who were convinced an awkward, heavy craft could fly--but pessimists can also be innovators. Consider the person who invented the parachute, says Kamen with a smile. FIRST Love Turning to the subject of young people as the future of our world, Kamen paints a bleak picture in terms of interest in science and technology. He cites the statistic that U.S. teenagers are 19th in the world in technical competency. "If you said we were going to finish 19th in the Olympic games, people wouldn't stand for it," says Kamen. Yet what are we doing to heighten math and science interest and performance in our schools, our society, how did we descend to such a mediocre level? It's not the basic educational system, because some students emerge passionate. It can't be supply, we spend more money on education than any other country, notes Kamen. "We have a much simpler problem," he says tongue-in-cheek. "It's the culture...all we have to do is change the culture of the United States." While kids can easily name sports and entertainment luminaries, how many can name a scientist or someone who holds a patent. "We have a culture that puts television and sports stars in front of kids as role models,' says Kamen. "Rarely do we do the same with scientists or engineers." As a result, most kids have summarily dismissed science and technology as a career path by the time they are ten or twelve years old. "What we need is an organization that does for `smarts' what the Olympic Committee does for sports," says Kamen. The basis for that organization should be partnerships with business and large corporations, he asserts. Companies need to identify the science and technology Michael Jordans within their ranks, and send them into the schools to inspire young people. "Just let the kids see them," he says. To help support this objective, Kamen created the organization called FIRST, For Inspiration and Recognition of Science and Technology (www.usfirst.org). Founded in 1989, it has partnerships in mind, where corporate technology enthusiasts "adopt" local schools and participate in engineering projects with students. The organization's logo even brings to mind that of the five circles of the Olympics. FIRST's is a square, circle, and triangle intertwined. The stated mission of FIRST is: To design accessible, innovative programs to build self-confidence, knowledge and life skills while motivating young people to pursue opportunities in science, technology and engineering. "For this country to survive and maintain a high standard of living, we need to improve the quality and competency of our kids," says Kamen. "And the only people that can lend that competency is the technical community." ...continued on pg. 9 8 Concurrency ...continued from pg. 8 Fall 2003 FIRST's highlight event is a competition among school teams, coached by an engineer from a partner company, who create robots and pit them against one another in tests of mobility and dexterity. In 2003, the national championship event attracted 30,000 students and engineers from 650 companies. Twenty-six regional events are scheduled for 2004, with the Buckeye Regional FIRST Robotics Competition held March 25-27, 2004, at the CSU Convocation Center, Cleveland, Ohio (www.firstbuckeye.org). The national championship event will be contested in Atlanta's Superdome April 15-17, 2004. The above article was provided by and printed with permission of CAMP, Inc., a non-profit, professional organization that delivers expert, hands-on, engineering, business and training services to manufacturers and other technology-based partners. CAMP's mission is to help manufacturing and emerging technology-based companies excel and grow through understanding, adopting and implementing innovative methods and technologies. Founded in 1982 as Cleveland Advanced Manufacturing Program, CAMP is part of the Ohio Department of Development's Edison Technology Program and the National Institute of Standards and Technology (NIST) Manufacturing Extension Partnership (MEP) Program. For more information: www.camp.org. Share Your Knowledge To our readers. SCPD invites all our readers, members and non-members to submit informations for publication in Concurrency. We welcome feature articles including tutorials, lessons learned and CPD implementation cases as well as other news, features and announcements. Examples: · · · · · · · · · An article especially for Concurrency. An article you or someone else has published in another newsletter, journal or magazine or on the internet. An adaptation of a presentation you or someone else made at a conference or business meeting. Announcements of future events and reports of past events. News about product development. Book reviews. News about your area of responsibility as a board member. Results of an opinion poll or research survey. A letter to the editor. Author bios and required permissions are prominently included for all material published. Let us hear from you. Share your knowledge and experience with your fellow product development professionals of all disciplines. If you have any questions or ideas about proposed content, please contact me and I'll get right back to you. Sincerely, John P. Cushman Phone: (805) 373-9945, Fax: (805) 381-1156 Editor, Concurency. E-mail: jjcush@ix.netcom.com 9 Concurrency Fall 2003 Lean Product Development and the Toyota Production System Reprinted with permission of CAMP, Inc. Please see information about CAMP in the above Innovation article "World-class companies like Toyota have a radically different product and process development paradigm, allowing them to far surpass their competitors in innovation and time-to-market." Mike Kennedy Mike Kennedy shared this and other insights into the Toyota Development System at a CAMP-sponsored conference focusing on product development for the Lean Enterprise. Kennedy, author of the book, "Product Development for the Lean Enterprise," has worked extensively with the National Center for Manufacturing Sciences (NCMS) to assess and advance American product development systems. He has worked with companies such as General Motors, United Technologies, Allied Signal and Delphi in a nationwide manufacturing study to find unique and effective product development methodologies. Lean product development is what Kennedy calls a paradigm level of change within an organization in which, "you make such a change it changes everything you do and whole new industries come out of the change." He noted the Model T and Henry Ford, which changed the way everyone looked at manufacturing and Lean production, as examples of Lean product development. "If you're developing products what's the thing you really want to optimize? The most important thing?" Kennedy asked. "It's Lean development knowledge. The essence of Lean development is the effective management of knowledge. Encouraging, creating, controlling, sharing, applying, leveraging. Toyota is an example of this kind of excellence." Why study Toyota? The Toyota Development System is about creating and leveraging knowledge to create an ongoing stream of great, profitable products. This system has produced amazing results, including an 80 percent engineering productivity rate for designers and managers, up to four times greater than typical American manufacturers. "Think of productivity as what the customer is willing to pay for," Kennedy said. "Eighty percent of Toyota's managers' and designers' time is spent doing something the customer is willing to pay for." ...continued on pg. 11 10 Concurrency ...continued from pg. 10 Fall 2003 Other results include a 50 percent faster cycle time than competitors, 25 percent less research and development costs versus U.S. manufacturers and the highest quality in the industry. Toyota also is consistently recognized as the most profitable carmaker worldwide. In the Toyota production system there is no mention of waste, no Value Stream Mapping or Kaizen events, which presents a paradox for American manufacturers who have come to rely on Lean and these techniques to increase productivity and improve quality. Instead, Toyota incorporates simple processes using few tools, no Six Sigma corporate strategy and no standard development process. According to Kennedy, the company begins its product development process with many prototypes and plenty of parallel designs to gain the knowledge they need to move forward when the time is right. Typically, many American companies don't want to invest in prototypes early on but want to move forward in the process as quickly as possible. Kennedy said this system has been successful for Toyota because "everything they do [at Toyota] is knowledge-based (or learning-based) development. Knowledge is the whole organization working together as one mind." All the knowledge gained throughout the design process, what works and what doesn't work, is captured and consistently applied to future projects. And that's the power of the Toyota Development System. "Everything one engineer learned from one product is applied to developing all other products across the board," Kennedy said. The Four Key Principles Labeled "The Change Enablers" by Kennedy, the Toyota development system is based on four key principles, beginning with set-based engineering. According to Kennedy, this technique begins by looking at many concepts and possibilities from marketing to manufacturing. "At Toyota, they look at all the possibilities and slowly refine them down as they go through the process. They don't throw anything away and carry the ideas through as far as they need to," Kennedy said. "They start looking at all the possibilities very early on in the process." Other key principles include an entrepreneurial system design focusing on knowledge-based design reviews and metrics; a recognized, intelligent workforce with clearly-defined responsibilities and valuable reward structure; and a responsibility based planning system. Kennedy said any company trying to move towards the Toyota system and knowledge-based engineering, has to apply some set of these techniques in order to be successful. ...continued on pg. 12 11 Concurrency ...continued from pg. 11 Some Things to Consider Fall 2003 Toyota has been evolving this product development system for decades. It's a different culture with great discipline utilizing minimal technology with an incredible coordination of resources. According to Kennedy, the goal of American manufacturers should not be to replicate the Toyota system, but to gain the benefits of it. "It is a different culture with tremendous discipline and this is the way the culture has always been," Kennedy said. "It would be very difficult to implement such a culture at American companies. The larger the company, the more difficult it is because there is a lot of bureaucracy built up that doesn't want this to happen." Instead, Kennedy encourages American manufacturers to gradually begin moving from a structural-based system, where the basis of the engineering environment is the structure of operational activities (procedures, control, compliance, related training) to a knowledge-based engineering environment. This kind of system is based on the knowledge of individual workers and the understanding of needs, information, availability, responsibility and team interaction. "Toyota works because it expects its engineers to be looking at a problem and asking questions, to think through and look at the problem in a different way," Kennedy said. "When developing products, if you start with chaos you'll end up with chaos and when you think about it that's what Toyota does. It starts with chaos. But the difference is they always end up with order because the Toyota development system is a great example of a knowledge-based, learning environment." For more information on lean product development, see article in Summer 2003 Concurrency: "Lean Applications in Product Development," by Clifford Fiore. New-Generation Prius Final Inspection 12 Concurrency Fall 2003 Why Is SCPD Named SCPD? By Bradford L. Goldense, NPDP, CMfgE, CPIM, CCP President, SCPD SCPD is an educational organization centered on the values, strategies, principles, processes, practices, tools, technologies and people capabilities related to the "Concurrent Engineering and Concurrent Product Development Body Of Knowledge." The common approach to product development, still used by most industrial and hightech companies around the globe, is based on the Taylor assembly line principle. Sequential, and then increasingly-so rapid sequential, practices sustained this approach for nearly eight decades. Corporations that achieved "rapid sequential" found that they were now approaching concurrent, at least in certain design and/or development functions. Additional research in the management science of product development, from many independent sources, indicated that even higher results could be achieved if all the key people involved in the various sequential steps became even more involved in the earlier steps. Researchers and practitioners alike have not yet found the limits on the benefits of the various methods of early involvement. Why is "Concurrent" the name of choice for the Society? Why not "Parallel," "Integrated," "Interfaced," "Networked," "Collaborative," or "Rapid?" Because none of these words captures the ongoing management science developments that clearly indicate that the key stakeholders of product development activities need to be involved early and, for the most part, continuously. Concurrent is the word that is truest in definition to what the management science has shown produces the best product development results, both for senior management and for product developers. Why "Product Development" and not "Engineering?" Because the management science shows that to achieve the best results not only must the several engineering disciplines work concurrently but the key cross-functional stakeholders from marketing, product management, purchasing, manufacturing engineering, production, quality, and other functions must be concurrent as well. Perhaps more importantly, many many companies and industries that develop products have no engineers. Biologists, nutritionists, chemists, physicists, and other technical disciplines perform the technical roles in cross-functional product development teams. Product Development better captures the reality of the management science and the disciplines of the companies that develop products. Therefore, we are the Society of Concurrent Product Development [SCPD]. 13 Concurrency Fall 2003 SCPD Membership Powers Up! John R. (Dick) Power's role is changing as he moves from Vice President of Chapter Development to Vice President of Membership. Dick says, "The Chapter Development role is part of our plan for society growth focusing on the long term. The membership function, on the other hand, is vital for both sustainment and growth. For almost a year, since Bob Neel's businesses made it impossible for him to continue in the membership role, SCPD has struggled with membership services and growth. I felt it was more important to fill that role at this time." Dick's objectives for the membership area are to: 1. Quality-assure the on-line payment features to make joining, renewal and administration easy for members and cost-effective for the society. 2. Reinstate the process of membership renewal reminders to all members. The first set of reminders will go out to all whose membership has elapsed in the past year. 3. Reestablish the regular communication to current members with monthly emails with valued content. 4. Develop a fresh articulation of the membership value equation to remind our present members of what they have available and our prospective members of what comes from being part of our team. 5. Promote the availability of "members-only" intellectual property as a key new value. 6. Return our membership services to a "best-in-class" service level for not-for-profit societies. 7. Initiate a membership campaign in 2004 to bring our society beyond levels it has achieved in the past. Dick welcomes your questions and suggestions at powerplans@verizon.net 14 Concurrency Fall 2003 Supply Chain Collaboration in Lean Product Development By Debbie Elsea Thanks to Lou Murray for hosting us at Oracle, a new site for SCPD! Hopefully we can have lots more meetings at Oracle. Also thanks to Jerry Robertson and Bill Kelleher for coordinating the meeting. Our first speaker was Bruce Arntzen, Vice President, Supply Chain Consulting, at Avicon, (Waltham). Avicon architects and builds leading edge Supply Chain DNA solutions that power next generation supply chain performance by facilitating effective trading partner collaboration. Bruce spoke about the interface between engineering and the supply chain. He offered a strategic framework model for operational excellence, emphasizing the need to connect operations to the boardroom via three key components -- managing return on working capital (music to a CFO's ears!), supply chain responsiveness (build to order) and control of margins. Bruce described a matrix approach using the acronym PICO: process, information systems, cash, and organization. Look at your key strategies and best practices for these in parallel. He described the "DNA "for each. Process should emphasize Speaker Bruce Arntzen of Avicon, SCPD Board Member Debbie Elsea, Speaker JoAnne Mavroides of NMS Communications, and SCPD Boston Member Bill Kelleher. Photo courtesy of Jerry Robertson product design, deployment and transition along with fast response and lean manufacturing. With regard to information systems, he has found that ERP cannot do everything. A hub and Chapter Boston SCPD portal design is beneficial in that it allows for you to talk to others the way they want to talk to you. With regard to cash, changing who does what significantly changes the financial picture of the company. The result is a "cash engineered" company. On the topic of organization, a company is often set up by function. You can fix the function; however most work gets done enterprise wide. The order comes in and the process begins. There are numerous interfaces: sales/supply chain, marketing/engineering, engineering/supply chain, etc. All of these must be examined and properly managed. Two things that can help are a roadmap to move companies forward along with early involvement of stakeholders. Bruce's next topic was The Engineering and Supply Chain Connection. The goal is to build to order ­to not tie up too much working capital. Not every company operates this way. Reality creeps in and often the actual order paperwork does not look like management imagines. A key area for improvement at many companies is part commonality. You can generate a "where used " report and look at what is happening. Low part commonality leads to longer setup times which leads to longer runs which leads to more inventory. To understand this, you need to show the data. Try running a simulation using existing changeover time and you see how quickly you get behind on a ...continued on pg. 16 15 Concurrency ...continued from pg. 15 Fall 2003 low volume, high mix business. Common parts lead to forecast accuracy, which leads to less safety stock. Looking at the impact of supply chain/engineering collaboration in the new product introduction process, recognize that many processes run in parallel. Example: some organizations have to dual source to insure timely product introduction ­in case one design doesn't make it. This engineering decision greatly affects the supply chain (and development cost). Another challenge: not all task owners value each other. Not all task owners know what each other does. Solution: have each task owner go to visit and hear what each other does. This can lead to great change. Map out the parallel flows and the current flow of information. Talk about how you would like it to be. A common problem is that valuable information is received too late. Develop a matrix showing where the information comes from, who it is going to and when. Add metrics to measure the NPI process. Reduced time to market equals direct savings. Use software to prompt fallible humans to keep the process moving; this creates a workflow engine. Maintain a list of process steps with the dependency of steps known along with who is supposed to do what when. A content manager should keep track of what communication is sent and act as an alarm clock. Bruce offered specific tools and ideas for implementing better interfaces between engineering and the supply chain. The audience seemed to resonate with the problems he described and were anxious to hear how they might solve these issues. With fewer engineers at companies, the number of products has not decreased. This means that all products take longer to develop. Using some of his tools, you can make more money with fewer products and get them to market sooner. Our second speaker was Joanne Mavroides, Director of Manufacturing at NMS Communications (Framingham). NMS Communications helps its customers increase revenues and returns on investments by rapidly deploying new carrier-grade communications products and services. Joanne spent many years at DEC/Compaq at the interface of product development and manufacturing. Her topic of the evening was Keys to Concurrent Engineering, using words that begin with the letter "C ". Cooperation and a positive attitude are key to design engineering, product marketing and supply chain working together to drive down cost, improve time to market and reduce product complexity (see slide). Joanne suggests having an "interlock "meeting with all functions. Get together and decide, as a team, the expected volume for the first two quarters of a new product. Also very important are co-location and communication. Face to face, around the corner really matters. Have confidence in what you know. The successful concurrent engineer knows the manufacturing process. Be able to explain it to an electrical engineer. For every internal "rule "be able to say why it exists and quantify its impact. Find a strong contract manufacturer partner. Take advantage of the skills they have that you don't. They have lots of different tools to support lots of different customers (see slide). ...continued on pg. 17 16 Concurrency ...continued from pg. 16 Fall 2003 Examine the life cycle of components because it greatly affects their cost and availability over the long term. Joanne reiterated one of Bruce's points: reduce product complexity (see slide). Build your case and push manufacturing to try something new. This will help design engineers believe in your credibility. Joanne told us about a software tool you can use to improve your cycle time, ValorCAD. NMS learned of this tool from one of its contract manufacturers. By incorporating ValorCAD into their product development process,NMS has been able to identify design problems much earlier. To control NPI process cycle time, you have to measure each step and use the data to make your decisions. Build in quality and find long lead-time parts early. Find things that benefit both design engineering and the supply chain. Ask questions such as "what is the thing that the other guy needs the most?" Do it if it makes sense to your process. Most companies, including NMS, don't manage the end of a product's life. Implementing a product life cycle process with checklists helps focus not only manufacturing but also the sales people. You can show that new products must have reduced complexity to be successful. Complex is acceptable if you can make the business case on a new product that its introduction could lead to follow on products. Remember that the customer takes many forms; focus on what the product needs to do to succeed. Joanne gave us real tips for things that have helped NMS and suggested areas to focus on in your concurrent engineering efforts. Information submitted by Debbie Elsea. Copyright 2003, Society of Concurrent Product Development ­ Boston Chapter. From SCPD Boston Chapter Newsletter, "Rapid Product Development," Volume 11, Number 1. 17 Concurrency Fall 2003 18 Concurrency Fall 2003 Don Reinertsen to Speak at January SoCal Meeting Internationally recognized author, consultant and SCPD Advisory Board Member Don Reinertsen will speak at our San Diego Chapter's January meeting, to be held at Mattel Toys in El Segundo, CA near LAX Airport. Don Reinertsen has become one of the leading experts on rapid product development since his breakthrough work in the early 1980's at McKinsey & Co. Don and SCPD ABOD Member Preston Smith are co-authors of the highly praised book, "Developing Products in Half the Time: New Rules, New Tools ­ Second Edition." Here are a few excerpts from Amazon.com: "This is an exceptional book! Get a new highlighter before you start. There are so many `ah ha's' in each chapter you will never make it through with an old one." Don LaCombe, Ford Motor Company, Product Development Process Leadership. "An excellent book with a strong treatment of the cycle-time consequences of overloading your development capacity. It provides powerful and practical concepts for dealing with this issue." Andrew Aquart, Director Product Development, Cordis, a Johnson & Johnson Company. "This is practical, useful stuff for people competing in highly competitive fast moving business." Dr. Paul Borrill, Chief Scientist, Sun Microsystems. "3M has absorbed many of the tools from the original edition, and this new one will be even more useful. The topic of incremental innovation is crucial to us, and I really appreciate its balanced treatment." Ronald H. Kubinski, Manager New Product Commercialization Services, 3M Company. Launch your New Year by attending this outstanding SCPD professional development event! For meeting details, please visit the San Diego Chapter website: http:// www.scpdnet.org/SanDiego/index.htm or http://www.scpdsocal.org Or contact Chapter President, Joe Bailey directly @ 949-643-5046 19 Concurrency Fall 2003 20 Concurrency Fall 2003 21 Concurrency Fall 2003 22 Concurrency Fall 2003 23 Concurrency Fall 2003 24");s1[38]=new Array("edmar.htm","Society of Concurrent Engineering - EDMAR","","Society of Concurrent Product Development -EDMAR   Engineering Department Management & Administration Report (EDMAR) SCPD is pleased to announce special reduced rate subscriptions to the Engineering Department Management & Administration Report. Engineering managers play a key role in effective implementation of concurrent engineering and integrated product development. Thousands of engineering managers rely on Engineering Department Management & Administration Report for solid advice on improving the effectiveness of their engineering departments and enhancing their careers. Each month vou can expect useful information on topics such as these: The most effective techniques for boosting team and staff productivity - strategies leaders in the fild are using. Proven tactics to improve engineer training and motivation - how to do it right. Up-to-the-minute salary data - by job function, industry, and geographic area. Insights into working more effectively with other departments. Practical advice on budgeting. Career planning advice to get you the recognition you deserve. The latest technology and software evaluations - and how to sell your needs to senior management. Important reminders: Existing SCPD members: To subscribe to EDMAR please be sure to enclose a photo copy of your SCPD membership card with the above Subscription Order Form and mail to IOMA at the above address (No card? Contact Bob Neel). Subscription Order Form SCPD membership applicants or renewing members: To subscribe to EDMAR please enclose the above Subscription Order Form with your SCPD membership application/renewal and mail to SCPD. SCPD will process your EDMAR subscription order for you. Engineering Department Management & Administration Report is a publication of IOMA. Institute of Management & Administration, lnc. 29 West 35th St. 5th Floor NewYork, NY 10001-2299. Phone (212) 564-0465 Fax (212) 564-0465 E-mail: subserve@ioma-hql.mhs.compuserve.com World Wide web: http://www ioma.com/ioma/  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved.");s1[39]=new Array("backup%20conferences.htm","Society of Concurrent Engineering","","Society of Concurrent Product Development -Conferences    The Boston University Department of Manufacturing Engineering and the Center for Information and Systems Engineering invite you to attend their next biannual Emerging Technologies Seminar that will take place on November 15: http://www.bu.edu/mfg/etseminar/index.htm PDF Brochure Past conferences ----------------------------------------------------------------------------- Seventh Annual SCPD Conference 2002 May 29/30 Aligning Culture to CPD Principles and Practices. Download Brochure (PDF format - 160K) Management Roundtable Pharmaceutical Series Ensuring Productivity Gains in Early Development; Westin Hotel, May 14-15, 2002, Philadelphia, PA www.managementroundtable.com PDMA 2002 The 26th Annual International Conference of the Product Development & Management Association; October 12-16; Wyndham Palace, Orlando, FL. www.pdma.org PENC 2002 Professional Development Conference - The Professional Engineers of North Carolina; June 26-30, 2002; The Westin Resort, Hilton Head Island, SC www.penc.org IIR USA NPD Portfolio Management June 27 - 28, 2002; Multiple Dates and Venues www.iirusa.com/portfolioseminar/ CoDev PDMA/Management Roundtable Workshop Making Co-Development Work: A Practical Overview; June 24-25,2002; Chicago www.managementroundtable.com/ PDMA/IIR Conference Gaining & Maintaining The Innovation Edge, July 24 - 26, Chicago www.pdma.org Management Roundtable Seventh Annual Conference:Metrics for Portfolio and Resource Management; Driving Priorities, Achieving Results;October 28-30, 2002; Chicago, IL www.managementroundtable.com SOCE '01 Concurrent Engineering Excellence Tyngsboro, Massachusetts, June 6 - 7, 2001 Contact: P. O. Box 4, Boston, MA 02456 Tel: (508) 660-1793 E-mail: power.plans@gte.net Web: http://www.soce.org Best Practices in Web-Enabled Collaborative Product Design: Leveraging the Power of the Internet to Streamline Product Design and Increase Speed-to-Market Hotel Monoco - San Francisco, CA -July 30 & 31, 2001 Tel: (312)-980-3400 E-mail: mark.schulte@iqpc.com Web: http://www.iqpc.com/INHP-TM/WECPD IEMC 2001 Change Management and the New Industrial Revolution - Albany, New York, October 7 - 9, 2001 Contact: Mary Clemente, IEEE, 445 Hoes Lane, Piscataway, NJ 08855 Tel: (732) 562-5350 Fax: (732) 981-1203 E-mail: m.clemente@ieee.org Web: http://ewh.ieee.org/soc/ems/confs.html  SOCE '01 Concurrent Engineering Excellence Tyngsboro, Massachusetts, June 6 - 7, 2001 Contact: P. O. Box 4, Boston, MA 02456 Tel: (508) 660-1793 E-mail: power.plans@gte.net Web: http://www.soce.org ---------------------------------------------------------------------------------------- 2000 PDMA 24TH INTERNATIONAL CONGRESS: DRIVING BUSINESS GROWTH THROUGH INNOVATION New Orleans, Louisiana, October 11-15, 2000 Contact: PDMA 2000, 236 Route 38 West, Suite 100, Moorestown, NJ 08057 Tel: (800) 232-5241 or (856) 231-1578 Fax: (856) 231-4664 E-mail: 2000@pdma.org Web: www.pdma.org/2000  TIME-COMPRESSION TECHNOLOGIES 2000: CONFERENCE AND EXHIBITION Cardiff, UK, October 10-11, 2000 Contact: Suite 2100, 203 North La Salle Street, Chicago, IL 60601 Tel: (312) 558-1548 Fax: (312) 346-9603 Web: www.time-compression.com  ASEM 2000 NATIONAL CONFERENCE Washington, D.C., October 5-7, 2000 Contact: P.O. Box 820, Rolla, MO 65402 Tel: (573) 341-2101 Fax: (573) 364-4314 E-mail: asemmsd@rollanet.org Web: www.asem.org 34TH ANNUAL ENGINEERING & TECHNICAL MANAGEMENT CONFERENCE Addison, Texas, September 25-29, 2000 Contact: GEIA, 2500 Wilson Blvd., Arlington, VA 22201 Web: www.geia.org PMI RESEARCH CONFERENCE 2000 Paris, France, June 21-24, 2000 Web: www.pmi.org/research/conference.htm WEB-BASED PRODUCT DATA MANAGEMENT: OPPORTUNITIES, RISKS AND UNANSWERED QUESTIONS Waltham/Boston, Mass., June 20-21, 2000 Contact: Management Roundtable, 92 Crescent Street, Waltham, MA 02453 Tel: (800) 338 2223 or (781) 891 8080 Fax: (781) 398 1889 E-Mail: registrar@roundtable.com Web: www.ManagementRoundtable.com  THE 2000 NTERNATIONAL FORUM ON DFMA Newport, Rhode Island., June 12-14, 2000 Contact:Boothroyd Dewhurst, Inc., 138 Main Street, Wakefield, RI 02879 Tel: (401) 783 5840 Fax: (401) 783 6872 E-Mail: forum@dfma.com Web: www.dfma.com  ATLANTIC DESIGN ENGINEERING SHOW New York, NY, June 6-8, 2000 Contact: Canon Communications LLC, 11444 W. Olympic Blvd., Los Angeles, CA 90064-1549 Tel: (310) 445-4200 Fax: (310) 996-9499 Web: www.atldesignshow.com 37TH DESIGN AUTOMATION CONFERENCE Los Angeles, Calif., June 5-9, 2000 Contact: 37th DAC, ATTN: Registration Desk, 5305 Pine Rd., Suita A, Boulder, CO 80301 Tel: (800) 321 4573 or (303) 530-4333 Fax: (303) 540 4334 Web: www.dac.com  12TH NORTH AMERICAN & 6TH INTERNATIONAL SYMPOSIA ON QFD Novi, Michigan, June 3-9, 2000 Contact: International Council for QFD, 1140 Morehead Ct., Ann Arbor MI 48103-6181 Tel: (734) 995-0847 Fax: (734) 995-3810 E-Mail: registration@qfdi.org Web: www.qdfi.org LEVERAGING NEW TECHNOLOGIES TO MAXIMIZE YOUR ROI Chicago, Ill., June 5-7, 2000 Contact: IIR NY, P.O. Box 3685, Boston, MA 02241-3685 Tel: (888) 670 8200 or (941) 951 7885 Fax: (941) 365 2507 E-Mail: register@iirny.com Web: www.iir-ny.com  ESM 2000: 14TH EUROPEAN SIMULATION MULTICONFERENCE Ghent, Belgium, May 23-26, 2000 Contact: Philippe Geril, The Society for Computer Simulation International, European Simulation Office, University of Ghent, Coupure Links 653, B-9000, Ghent, Belgium. Tel: 32-9-233-77-90 Fax: 32.9.223.49.41 Web: hobbes.rug.ac.be/~scs/conf/esm2000  HOW TO GUARANTEE SATISFACTION TO YOUR ONLINE CUSTOMER Boston, Mass., May 22-24, 2000 Contact: Advanced Learning Institute, Inc., 644 Clark Street, Suite 201, Chicago, IL, 60605 Tel: (888) 362-7400 or (312) 362-9100 Fax: (312) 362-9101 Web: www.aliconferences.com IIE ANNUAL CONFERENCE Cleveland, Ohio, May 21-24, 2000 Contact: IIE, 25 Technology Park, Atlanta, GA 30092-2988 Tel: (800) 494-0460 or (770) 449-0460 Fax: (770) 441-3295 E-mail: cs@iienet.org Web: www.iienet.org/annual.htm 2000 SDRC PDM USERS FORUM Rome, Italy, May 15-16, 2000 Contact: SDRC, 2000 Eastman Drive, Milford, OH 45150 Tel: (651) 482 2198 Fax: (651) 482 2215 Web: www.sdrc.com/pdmusersforum PROACTIVELY MEASURING NEW PRODUCT DEVELOPMET PERFORMANCE Alexandria, Virginia, May 10-12, 2000 Contact: Institute for International Research, P. O. Box 3685, Boston, MA 02241-3685 Tel: (888) 670-8200 or (941) 951-7885 Fax: (941) 365-2507 E-mail: register@iirny.com Web: www.iir-ny.com THE FIRST ANNUAL NATIONAL AEROSPACE SYSTEMS & TECHNOLOGY CONFERENCE Dayton, Ohio, May 9-11, 2000 Contact: NASTC 2000, c/o Universal Technology Corporation, 1270 North Fairfield Rd., Dayton, OH 45432-2600 Tel: (937) 426-2808 E-mail: utc-mmg@utcdayton.com Web: www.nastc-conf.com  THE 2000 MIT RESEARCH DIRECTORS CONFERENCE Cambridge, Mass., May 9-10, 2000 Contact: Center for Research Management, 55 William Street, Wellesley, Mass., 02481 Tel: (781) 239-1111 Fax: (781) 239-1546 PRODUCT DATA TECHNOLOGY EUROPE 2000 Noordwijk, The Netherlands, May 2-5, 2000 Contact: PDT Europe 2K, QMS, Beech House, 1 Yorktown Road, Sandhurst, Berkshire, GU47 9DX, UK Tel: +31 71 565 5005 Fax: +31 71 565 5658 E-mail: buro@estec.esa.nl Web: www.pdteurope.com  THE 5TH CONFERENCE ON DESIGN MANAGEMENT IN THE DIGITAL ENVIRONMENT: BUILDING BRAND CONVERGENCE FOR SUSTAINABLE WEB ADVANTAGE Pasadena, Calif., April 30-May 2, 2000 Contact: Design Management Institute, 29 Temple Place, 2nd Floor, Boston, MA 02111-1350 Tel: (617) 338-6380 Fax: (617) 338-6570 Web: www.dmi.org  COUNTDOWN TO PRIMETIME Cambridge, Mass., April 29, 2000 Contact: MIT Enterprise Forum of Cambridge, Inc., c/o EventPro, 201 Boston Post Road West, Suite 400, Marlborough, MA 01752 Te: (800) 221-2333 Fax: (508) 303-199 Web: www.mitforum-cambridge.org  PRODUCT DEVELOPMENT AND THE SUPPLY CHAIN: COLLABORATING AND COMPETING IN THE AGE OF E-COMMERCE Santa Clara, Calif., April 18-19, 2000 Contact: Management Roundtable, 92 Crescent Street, Waltham, MA 02453 Tel: (800) 338-2223 or (781) 891-8080 Fax: (781) 398-1889 E-mail: info@roundtable.com Web: www.managementroundtable.com  7TH EUROPEAN CONCURRENT ENGINEERING CONFERENCE 2000 Leicester, United Kingdom, April 17-19, 2000 Contact: Philippe Geril, The Society for Computer Simulation International, European Simulation Office, University of Ghent, Coupure Links 653, B-9000, Ghent, Belgium. Tel: 32-9-233-77-90 Fax: 32.9.223.49.41 E-mail: Philippe.Gueril@rug.ac.be Web: hobbes.rug.ac.be/~scs/conf/ecec2000  RAPID PROTOTYPING AND MANYFACTURING 2000: ADVANCED PRODUCT DEVELOPMENT SOLUTIONS Rosemont, Illinois, April 11-13, 2000 Contact: Rapid Prototyping & Manufacturing 2000. c/o Galaxy Information Services, LLC, P.O. Box 4088, Frederick, MD 21705 Fax: (301) 694-5124 Web: www.sme.org/rapid  CIMDATA 2000 Palm Springs, Calif., April 11-13, 2000 Contact: CIMdata, 3909 Research Park Drive, Ann Arbor, MI 48108 Tel: (734) 668-9922 Fax: (734) 668-1957 Web: www.cimdata.com  THE VISION EAST SHOW Boston, Mass., April 4-6, 2000 Contact: Automated Imaging Association, P.O. Box 3724, Ann Arbor, MI 48106 Tel: (734) 994-6088 Fax: (734) 994-3338 Web: www.automated-imaging.org APPLYING CONSTRAINTS MANAGEMENT TO PRODUCT DEVELOPMENT Chicago, Ill., April 4-5, 2000 Contact: Conference Registrar, Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 Fax: (781) 676-1951 E-mail: info@roundtable.com Web: www.roundtable.com  SOCIETY OF COMPETITIVE INTELLIGENCE PROFESSIONALS 15TH ANNUAL INTERNATIONAL CONFERENCE AND EXHIBIT Atlanta, Georgia, March 29-April 1, 2000 Contact: SCIP 2000 Annual Conference, P.O. Box 75302, Cleveland, OH 44101-2199 Tel: (703) 739-0696 Fax: (330) 963-0319 Web: www.scip.org/atlanta  NEW PRODUCT DEVELOPMENT: A BUSINESS PERSPECTIVE FOR ENGINEERS Madison, Wisconsin, March 29-30, 2000 Contact: Engineering Registration, Dept. 108, The Pyle Center, 702 Langdon Street, Madison, WI 53706 Tel: (800) 462-0876 or (608) 262-1299 Fax: (800) 442-4214 or (608) 265-3448 E-mail: custserv@epd.engr.wisc.edu Web: engr.wisc.edu/brochures/9260.html  INCOSE COLORADO 2000 Denver, Col., March 26-28, 2000 Tel: (800) 996-3233 or (303) 690-3233 Web: www.milestoneshows.com/incose  MANAGING COMPLEX PRODUCT DEVELOPMENT PROJECTS Cambridge, Mass., March 22-23, 2000 Contact: Maureen Tracy, Center for Management Research (conference administration office), 55 William Street, Wellesley MA 02481 Tel: (781) 239-1111 Fax: (781) 239-1546  VOICE OF THE CUSTOMER 2000: DYNAMICALLY CONNECTING WITH YOUR CUSTOMERS' SPOKEN & UNSPOKEN NEEDS Orlando, Fla., March 20-22, 2000 Contact: IIRNY, P.O. Box 3685, Boston, MA 02241-3685 Tel: (888) 670-8200 Fax: (941) 365-2507 E-mail: register@iirny.com Web: www.iir-ny.com  12TH ANNUAL DAMA INTERNATIONAL SYMPOSIUM & 4TH ANNUAL META-DATA CONFERENCE Washington, D.C., March 19-23, 2000 Contact: Wilshire Conferences, Inc., 630 Idaho Avenue #202, Santa Monica, CA 90403-2711 Tel: (310) 393-5338 Fax: (310) 362-8960 Web: www.wilshireconferences.com  THE 2000 BUSINESS INNOVATION CONFERENCE: USING INNNOVATION TO GROW THE ENTERPRISE New York, NY, March 14-15, 2000 Contact: The Conference Board, Inc., P.O. Box 4026, Church Street Station, New York, NY 10261-4026 Tel: (212) 339-0345 Fax: (212) 836-9740 Web: www.conference-board.org/businnovation  BALDRIGE NATIONAL QUALITY PROGRAM 2000: QUEST FOR EXCELLENCE XII Washington, D.C., March 12-15, 2000 Tel: (800) 733-3310 Fax: (513) 381-0070 E-mail: info@aqp.org  DARATECH WEB-BASED PRODUCT PROCESS MANAGEMENT CAD/CAM, CAE 2000 Boston, Mass., March 7-9, 2000 Contact: Workshop Registration, Daratech, Inc., 255 Bent Street, Cambridge, MA 02141-2001 Tel: (617) 354-2339 Fax: (617) 354-7822 Web: www.daratech.com  THE FUTURE OF INTERNATIONAL DESIGN MANAGEMENT Amsterdam, The Netherlands, February 20-22, 2000 Contact: Design Management Institute, 29 Temple Place, 2nd Floor, Boston, MA 02111-1350 Tel: (617) 338-6380 Fax: (617) 338-6570 Web: www.dmi.org  INFORMEX 2000 New Orleans, Louisiana, February 14-17, 2000 Contact: SOCMA c/o Galaxy, P.O. Box 3867, Frederick, MD 21705 Tel: (301) 694-5243 Fax: (301) 694-5124 Web: www.informex.org  10TH ANNUAL INNOVATIVE THINKING CONFERENCE Scottsdale, Ariz., February 8-9, 2000 Contact: Innovative Thinking Conference 10, 7702 E. Doubletree Ranch Road, Suite 200, Scottsdale, AZ 85258 Tel: (480) 443-7431 Fax: (480) 483-9675 E-mail: it@shr.com Web: www.itconference.com  PORTFOLIO MANAGEMENT FOR NEW PRODUCT DEVELOPMENT Fort Lauderdale, Fla., January 24-26, 2000 Contact: Customer Service, Institute for International Research NY, P.O. Box 102914, Atlanta, GA 30368-2914 Tel: (888) 670-2507 or (941) 951-7885 Fax: (941) 365-2507 E-mail: register@iir-ny.com Web: www.iir-ny.com  FIRST ANNUAL EXECUFORUM ON THE LEAN ENTERPRISE Palm Springs, Calif., January 17-19, 2000 Contact: Productivity, Inc., P.O. Box 13390, Portland, OR 97213-0390 Tel: (800) 394-6868 Fax: (800) 394-6286 Web: www.productivityinc.com INFORMATION MANAGEMENT STRATEGY FOR R&D Philadelphia, Penn., January 17-18, 2000 Contact: Louise Mendy, First Conferences, 236 Fermont St., San Francisco, CA 94105-2319 Tel: (800) 814-3459 Fax: (800) 814-3460 E-mail: louise@firstconf.com Web: www.firstconf.com/imrd  1999 CONFERENCES  APPLYING BENCHMARKING SKILLS IN YOUR ORGANIZATION Houston, Texas, December 16-17, 1999 Contact: 123 N. Post Oak Lane, 3rd Floor, Houston, TX 77024 Tel: (800) 776-9676 or (713) 681-4020 Fax: (713) 681-3705 E-mail: nmickey@apqc.org  MANAGING COMPLEX PRODUCT DEVELOPMENT PROJECTS Cambridge, Mass., December 13-14, 1999 Contact: Maureen Tracy, Center for Management Research (conference administration office), 55 William Street, Wellesley MA 02481 Tel: (781) 239-1111 Fax: (781) 239-1546  BRINGING THE FUZZY INTO FOCUS: INTEGRATING TECHNOLOGY AND CUSTOMER NEEDS FOR EFFECTIVE NEW PRODUCT DEVELOPMENT Scottsdale, Ariz., December 6-8, 1999 Contact: IIR, P.O. Box 102914, Atlanta, GA 30368-2914 Tel: (888) 670-8200 or (941) 951-7885 Fax: (941) 365-2507 E-mail: register@iir-ny.com Web: www.iir-ny.com  DRIVE YOUR COMPANY'S IMPROVEMENT INITIATIVES Del Mar, Calif., December 1-3, 1999 Contact: Productivity, Inc., P.O. Box 3390, Portland, OR 97213-0390 Tel: (800) 394-6868 Fax: (800) 394-6286 Web: www.productivityinc.com  FAST CYCLE TIME Location: TBA, December 1999 Contact: Conference Registrar, Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 Fax: (781) 676-1951 E-mail: info@roundtable.com Web: www.roundtable.com  DMC '99: MANUFACTURING INTO THE NEW MILLENIUM Miami Beach, Fla., November 29-December 2, 1999 Contact: DMC '99 c/o Universal Technology Corporation, 1270 North Fairfield Road, Dayton, OH 45432-2600 Fax: (937) 426-8755 Web: mantech.iitri.org  ELEVENTH ANNUAL PRODUCT LIABILITY CONFERENCE Madison, Wisconsin, November 18-19, 1999 Contact: Engineering Registration, Dept. 107, The Pyle Center, 702 Langdon Street, Madison, WI 53706 Tel: (800) 462-0875 or (608) 262-1299 Fax: (800) 442-4214 or (608) 265-3448 E-mail: custserv@epd.engr.wisc.edu Web: epd.engr.wisc.edu/brochures/8628.html  PRODUCTRONICA 99: 13TH INTERNATIONAL TRADE FAIR FOR ELECTRONICS PRODUCTION Munich, Germany, November 9-12, 1999 Tel: (+49 89) 9 49-11438 Fax: (+49 89) 9 49-11439 Web: www.productronica.de  DEFINING GREAT PRODUCTS: GATHERING, ANALYZING AND COMMUNICATING CUSTOMER NEEDS Orlando, Fla., November 8-9, 1999 Contact: Conference Registrar, Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 Fax: (781) 676-1951 E-mail: info@roundtable.com Web: www.roundtable.com  VIRTUAL DESIGN TECHNOLOGY AND APPLICATIONS Warren, Mich., November 3-4, 1999 Contact: Society of Manufacturing Engineers, Conferencing Division, One SME Drive, P.O. Box 930, Dearborn, MI 48121-0930 Tel: (800) 733-4763 Fax: (313) 271-2861 Web: www.sme.org  THE BEST OF NORTH AMERICA: BECOMING LEAN Chicago, Ill., November 2-5, 1999 Contact: Productivity, Inc., 101 Merritt 7, Norwalk, CT 06851 Tel: (800) 966-5423 or (203) 846-3777 Fax: (203) 846-6883 E-mail: info@productivityconsulting.com Web: www.productivityconsulting.com  ROBUST ENGINEERING: ASI'S 17TH ANNUAL TAGUCHI METHODS SYMPOSIUM Cambridge, Mass., October 27-29, 1999 Contact: American Supplier Institute, 38701 Seven Mile Road, #355, Livonia, MI 48152 Tel: (800) 462-4500 or (734) 464-1395 Fax: (734) 464-1399 E-mail: ASI@amsup.com Web: www.amsup.com  11TH EUROPEAN SIMULATION SYMPOSIUM AND EXHIBITION Erlangen, Germany, October 26-28, 1999 Contact: Philippe Geril, SCS International, University of Ghent, Coupure Links 653, B-9000, Ghent, Belgium Tel: +49.9131.8524747 Fax: +49.9131.8524747 E-mail: ESS99@informatik.uni-erlangen.de IMPLEMENTATION ROAD MAP FOR DESIGN AND ENGINEERING 1999 Dearborn, Mich., October 26-28, 1999 CONTACT: D.H. Brown Associates, Inc., 222 Grace Church Street, Port Chester, NY 10573 Tel: (800) 253-1799 or (914) 937-4302 Fax: (914) 937-2485 Web: www.dhbrown.com THE 24TH INTERNATIONAL DESIGN MANAGEMENT INSTITUTE CONFERENCE: THE FUTURE OF DESIGN MANAGEMENT Cape Cod, Mass., October 24-28, 1999 Contact: Design Management Institute, 29 Temple Place, 2nd Floor, Boston MA 02111-1350 Tel: (617) 338-6380 Fax: (617) 338-6570 Web: www.dmi.org AMERICAN SOCIETY FOR ENGINEERING MANAGEMENT Virginia Beach, Virginia, October 21-23, 1999 Web: www.asem.com PDMA 1999 INTERNATIONAL CONFERENCE Marco Island, Fla., October 19-23, 1999 Tel: (800) 232-5241 E-mail: edge99@pdma.org PCB DESIGN CONFERENCE EAST: SOLUTIONS FOR THE 21ST CENTURY PRINTED CIRCUIT DESIGN PROFESSION Marlborough, Mass., October 13-14, 1999 Contact: Coporate Registration, P.O. Box 612768, Dallas, TX 75261-2768 Tel: (800) 789-2223 or (972) 906-6800 Fax: (888) 811-7391 or (972) 906-6890 Web: www.pcbeast.com BALANCED SCORECARD 2000 San Francisco, Calif., October 12-15, 1999 Tel: (800) 882-8684 Fax: (973) 256-0205 Web: www.iqpc.com CIMDATA EUROPE '99 Nice, France, October 12-14, 1999 Contact: 5 Rue du Helder, 75009 Paris, France or 3909 Research Park Drive, Ann Arbor, MI 48108 Tel: +33 (0) 1 48 01 63 47 or (734) 668-9922 Fax: (France) +33 (0) 1 48 01 61 17 (USA) (734) 668-1957 Web: www.CIMdata.com TIME COMPRESSION TECHNOLOGIES '99 CONFERENCE AND EXHIBITI0ON Nottingham, UK , October 12-13,1999 Tel: (312) 558-1548 Web: www.time-compression.com KALTHOFF FALL 99 Los Angeles, Calif., October 11-13, 1999 Contact: Kalthoff International, 8260 NorthCreek Drive, Suite 250, Cincinnati, OH 45236 Tel: (800) 242-6822 Ext. 36 or (513) 794-3367 Ext. 36 Fax: (513) 794-3363 Web: www.kalthoff.com AME EXPO Worcester, Mass., October 5-7, 1999 Contact: AM NE Registration, 13610 North Scottsdale Road #10-246, Scottsdale, AZ 85254-4063 Fax: (480) 443-8767 Web: www.tecinconline.com THE VISION SHOW San Jose, Calif., October 5-7, 1999 Contact: Automated Imaging Association, P.O. Box 3724, Ann Arbor, MI 48106 Tel: (734) 994-6088 Fax: (734) 994-3338 E-mail: aia@automated-imaging.org Web: www.automated-imaging.org LESSONS FROM LEAN IMPLEMENTATIONS IN PRODUCT DEVELOPMENT Location : TBA, October 1999 Contact: Conference Registrar, Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 Fax: (781) 676-1951 E-mail: info@roundtable.com Web: www.roundtable.com LOOK, LISTEN AND LEARN: OBSERVATIONAL TECHNIQUES IN NEW PRODUCT DEVELOPMENT Newark, NJ, September 22, 1999 Tel: (800) 232-524 Fax: (856) 231-4664 BEST MANUFACTURING PRACTICES WORKSHOP San Diego, Calif., September 20-23, 1999 Contact: SAE, Professional Development Division, 400 Commonwealth Drive, Warrendale, PA 15096-0001 Tel: (724) 772-7148 Fax: (724) 776-4955 E-mail: profdev@sae.org Web: www.sae.org/conted/pddtag.htm COMPUTER TECHNOLOGY SOLUTIONS & DETROIT '99 ADVANCED PRODUCTIVITY EXPOSITION Detroit, Mich., September 13-16, 1999 Contact: Computer Technology Solutions '99, c/o Galaxy Information Services, LLC P.O. Box 4088, Frederick, MD 21705 Tel: (800) 733-4763 or (313) 271-1500, ext. 1600 Fax: (301) 694-5124 Web: www.ctsme.org ELECTRONIC PURCHASING FOR BUSINESS TO BUSINESS COMMERCE Chicago, Ill., September 13-15, 1999 Contact: IIR, P.O. Box 102914, Atlanta, GA 30368-2914 Tel: (888) 670-8200 Fax: (941) 365-2507 E-mail: register@iir-ny.com Web: www.iir-ny.com INTERNATIONAL CONFERENCE ON PRODUCT DEVELOPMENT AND THE SUPPLY CHAIN Austin, Texas, September 13-15, 1999 Contact: Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 or (781) 676-0606 Fax: (781) 676-1951 E-mail: registrar @roundtable.com Web: www. ManagemenRoundtable.com SYNCHRONIZING SUPPLY CHAINS FOR EFFECTIVE DEVELOPMENT Austin, Texas, Sept. 13-14, 1999 Contact: Conference Registrar, Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 Fax: (781) 676-1951 E-mail: info@roundtable.com Web: www.roundtable.com COMPUTER TECHNOLOGY SOLUTIONS FOR THE MANUFACTURING ENTERPRISE Detroit, Mich., September 13-14, 1999 Contact: Gayle Malas, Society of Manufacturing Engineers, One SME Drive, P.O. Box 930, Dearborn, MI 48121-0930 Fax: (313) 240-8253 E-mail: malagay@sme.org Web: www.ctsme.org 1999 APQC ANNUAL CONFERENCE - SPEED TO MARKET: ATTRACTING AND RETAINING CUSTOMERS San Francisco, Calif., August 23-27, 1999 Contact: 123 North Post Oak Lane, 3rd Floor, Houston, TX 77024-7797 Tel: (800) 776-9676 or (713) 681-4020 Fax: (713) 681-3705 E-mail: nmickey@apqc.org Web: www.apqc.org/events/sf BENCHMARKING BEST PRACTICE IN HIGH PERFORMANCE WORK TEAMS Orlando, Fla., August 23-25, 1999 Contact: Clemson University, P.O. Box 912, Clemson, SC 29663-0912 Tel: (864) 656-2200 Fax: (864) 656-3997 E-mail: pdregister@clemson.edu Web: www.clemson.edu/success 13TH ANNUAL INTERNATIONAL CONFERENCE ON SYSTEMS ENGINEERING: THE MANY FACES OF SYSTEMS ENGINEERING Las Vegas, Nevada, August 9-12, 1999 Contact: International Conference on Systems Engineering, University of Las Vegas Nevada, College of Engineering, Box 454005, 4505 Maryland Parkway, Las Veags, NV 89154-4005 Fax: (702) 895-4059 Web: www.egr.unlv.edu/icse99 COMPETITIVE INTELLIGENCE San Diego, Calif., July 26-28 Contact: Customer Service, Institute for International Research, P.O. Box 102914, Atlanta, GA 30368-2914 Tel: (888) 670-8200 or (941) 951-7885 Fax: (941) 365-2507 E-mail: register@iir-ny.com Web: www.iir-ny.com NSPE'S ANNUAL CONVENTION AND EXPOSITION Spokane, Wash., July 15-20 Contact: 1999 NSPE Annual Convention, 19528 Amaranth Drive, Germantown, MD 20874 Tel: (301) 353-1807 Fax: (301) 353-1808 Web: www.nspe.org GLOBAL NEW PRODUCT DEVELOPMET Boston, Mass., July 15-17, 1999 Contact: IIR, P.O. Box 102914, Atlanta, GA 30368-2914 Tel: (888) 670-8200 or (941) 951-7885 Fax: (941) 365-2507 E-mail: us014586@mindspring.com Web: www.iir-ny.com THE NATIONAL ELECTRONIC GOVERNMENT CONFERENCE & EXPOSITION Washington, D.C., June 28-July 1, 1999 Contact: I.T. Direct, Inc., 11501 Sunset Hills Road, Suite 250, Reston, VA 20190-4704 Tel: (800) 746-0099 ext. 203 Fax: (703) 904-8523 Web: www.egov.com 36TH DESIGN AUTOMATION CONFERENCE New Orleans, LA, June 21-25, 1999 Contact: MP Associates, Inc., 5305 Spine Rd., Suite A, Boulder, CO 80301 Tel: (303) 530-4333 Web: www.dac.com 1999 PROCESS INDUSTRIES TECHNICAL CONFERENCE-BREAKING THROUGH CAPACITY RESTRAINTS Penn State-Erie, The Behrend College, June 21-22 Contact: APICS Registration, P.O. Box 75390, Baltimore, MD 21275 Tel: (800) 444-APICS (2742) or (703) 354-8851 Fax: (703) 345-8612 Web: www.apics.org ELECTRO 99 Boston, Mass., June 15-17 Contact: Electro '99, P.O. Box 552, Brookfield, IL, 60513-0552 Tel: (800) 467-5656 Fax: (708) 344-4444 Web: www.electro.reedexpo.com MANAGEMENT OF TECHNOLOGY AND INNOVATION Pasadena, Calif., June 14-18, 1999 Contact: California Institute of Technology, Industrial Relations Center, M/C 1-90, Pasadena, CA 91125 Tel: (626) 395-4043 Fax: (626) 795-7174 Web: www.irc.caltech.edu NEPCON EAST '99 Boston, Mass., June 14-17 Contact: NEPCON East '99, P.O. Box 552, Brookfield, IL 60513-0552 Tel: (800) 467-5656 or (203) 840-5656 Fax: (708) 344-4444 Web: www.nepcon.com BEST PRACTICES IN R&D EFFECTIVENESS & INNOVATION Chicago, Ill., June 9-11 Contact: IIR, P.O. Box 102914, Atlanta, Georgia, 30368-2914 Tel: (888) 670-8200 Fax: (941) 365-2507 E-mail: register@iir-ny.com Web: www.iir-ny.com 1999 INTERNATIONAL FORUM ON DFMA Newport, Rhode Island, June 7-8, 1999 Contact: Boothroyd Dewhurst, Inc., 138 Main Street, Wakefield, RI 02879 Tel: (800) 424-DMFA or (401) 783-5840 Fax: (401) 783-6872 E-mail: forum@dmfa.com Web: www.dfma.com ACCELERATING NEW PRODUCT DEVELOPMENT THROUGH THE STRATEGIC USE OF INFORMATION Cambridge, Mass., June 7-8, 1999 Contact: Conference Registrar, Management Roundtable, 1050 Waltham Street, Lexington, MA 02421 Tel: (800) 338-2223 Fax: (781) 676-1951 E-mail: info@roundtable.com Web: www.roundtable.com EXECUTIVE SUMMIT: THE INTERNET PUSHES BACK Lexington, Mass., June 7, 1999 Contact: Strategic Leadership Forum, 17 Drawbridge Rd., Westford MA 01886 Tel: (978) 692-0905 Fax: (978) 692-0905 E-mail: dfpowell@slf-boston.org LEAN MANUFACTURING FOR A COMPETITIVE EDGE Orlando, Fla., June 2-3 Contact: IW Customer Service, 1100 Superior Avenue, Cleveland, OH 44114 Tel: (800) 279-4996 Fax: (216) 696-6023 Web: www.industryweek.com KALTHOFF SPRING '99: ENGINEERING DOCUMENT AND DATA MANAGEMENT Philadelphia, Penn., May 25-27, 1999 Contact: Kalthoff International, 8260 NorthCreek Drive, Suite 250, Cincinnati, OH 45236 Tel: (800) 242-6822 x36 or (513) 794-3367 x36 Fax: (513) 794-3363 E-mail: lori@kalthoff.com Web: www.kalthoff.com ATLANTIC DESIGN ENGINEERING SHOW New York, NY, May 25-27 Contact: c/o Canon Communications LLC, P.O. Box 624, Brookfield, IL, 60513-0624 Tel: (310) 445-4444 Fax: (708) 344-4444 Web: www.atldesignshow.com A/E/C SYSTEMS '99 Los Angeles, Calif., May 24-27, 1999 Contact: A/E/C Systems '99, 415 Eagleview Boulevard, Suite 106, Exton, PA 19341-1153 Tel: (800) 451-1196 or (610) 458-5472 Fax: (610) 458-1553 Web: www.aecsystems.com 53rd ANNUAL CONGRESS AND EXPOSITION: SURFING INTO THE NEW MILLENNIUM Anaheim, Calif., May 24-26, 1999 Contact: ASQ Education Services Department/TP, P.O. Box 3005, Milwaukee, WI, 53201-3005 Tel: (800) 248-1946 or (414) 272-8575 Fax: (414) 272-1734 Web: www.asq.com CUSTOMER-FOCUSED INNOVATION CONFERENCE Ann Arbor, Mich., May 14 Contact: Charlene at Great Lakes Chapter PDMA, P.O. Box 2624, Ann Arbor, MI 48106-2624 Tel: (734) 213-5993 Fax: (734) 213-5993 INTERNATIONAL ROBOTS & VISION SHOW Detroit, Mich., May 11-13 MIT 1999 RESEARCH DIRECTORS CONFERENCE Cambridge, Mass., May 11-12, 1999 Contact: Diane Kendall, Center for Management Research (conference administration office), 55 William Street, Wellesley, MA 02481 Tel: (781) 239-1111 Fax: (781) 239-1546 STRATEGIC PARTNERSHIPS & ALLIANCES IN NEW PRODUCT DEVELOPMENT: A FRAMEWORK FOR SUCCESS Cambridge, Mass., May 3-5 Contact: IIR, P.O. Box 102914, Atlanta, GA 30368-2914 Tel: (888) 951-670-8200 or (941) 951-7885 Fax: (941) 365-2507 E-mail: register@iir-ny.com Web: www.iir-ny.com CREATING, ENHANCING, AND POSITIONING BRANDS IN THE DIGITAL ENVIRONMENT Pasadena, Calif., April 25-27, 1999 Contact: Design Management Institute, 29 Temple Place, 2nd Floor, Boston, MA 02111- 1350 Tel: (617) 338-6380 Fax: (617) 338-6570 Web: www.dmi.org/conferences/digital99 EUROPEAN CONCURRENT ENGINEERING CONFERENCE 1999 Erlangen-Nuremberg, Germany, April 21-23, 1999 Contact: Philippe Geril, The Society for Computer Simulation International, European Simulation Office, University of Ghent, Coupure Links 653, B-9000, Ghent, Belgium. Tel: 32-9-233-77-90 Fax: 32.9.223.49.41 Web: hobbes.rug.ac.be/~scs/conf/ecec99/ CIMdata PDM CONFERENCE Atlanta, GA., April 21-22, 1999 Contact: CIMdata Inc., 3909 Research Park Drive, Ann Arbor, MI 48108 Tel: (313) 668-9922 Fax: (313) 668-1957 Web: www.CIMdata.com  1998 CONFERENCES IMPLEMENTATION ROAD MAP 1998 Dearborn, Mich., November 3-5, 1998 Contact: D. H. Brown Associates, 222 Grace Church St., Port Chester, NY 10573 Tel: (800) 253-1799 ext. 232 Fax: (914) 937-2485 E-mail: gina@dhbrown.com Web: www.dhbrown.com  MANAGING PRODUCT DESIGN AUTOMATION Chicago, Ill., October 26-29, 1998 Contact: CAE Conference, 415 Eagleview Blvd., Suite 106, Exton, PA 19341-1153 Tel: (800) 964-9665 or (610) 458=7737 Fax: (610) 458-7171 Web: www.imetcongress.com/cae  COMPUTER TECHNOLOGY SOLUTIONS FOR THE MANUFACTURING ENTERPRISE Detroit, Mich., September 28 - October 1, 1998 Contact: AUTOFACT '98/Computer Technology Solutions Conference Registration, P.O. Box 4088, Frederick, MD 21705 Fax: (301) 694-5124 Web: www.ctsme.org  STRATEGIC PLANNING FOR RESEARCH & DEVELOPMENT Chicago, Ill., August 11-13, 1998 Contact: International Quality & Productivity Center, 150 Clove Road, P.O. Box 401, Little Falls, NJ 07424-0401 Tel: (800) 882-8684 or (973) 256-0211 Fax: (973) 0205 E-mail: info@iqpc.com Web: www.iqpc.com  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved.");s1[40]=new Array("EventPostings/disc3_nav.htm","Navigation Ledge Frame for SOCE Discussion Web","","SOCE CE Events Bulletin Board [ SOCE Home Page | Search | Post ]");s1[41]=new Array("EventPostings/disc3_tocf.htm","SOCE Discussion Web TOC (Framed)","","CONTENTS [FrontPage Include Component]");s1[42]=new Array("EventPostings/disc3_welc.htm","SOCE Discussion Web Welcome","","WELCOME This is a virtual space called the CE Events Bulletin Board The contents frame shows the titles of all articles posted to the discussion. Selecting a title will cause the corresponding article to be loaded into this frame. You may also: Post a new article (starting a new thread) Search the articles for a word or pattern In addition, each article has links to let you reply to it (continue the thread) and navigate the article list. Note: You may need to reload this page to see the most current entries.");s1[43]=new Array("papers/dma-agile/agile_prod_dev.htm","Agile Product Development For Mass Customization, JIT","","Agile Product Development For Mass Customization, JIT, Build-to-Order, and Agile Manufacturing by Dr. David M. Anderson, P.E., Management Consultant, Lafayette, CA This article is derived from the book, Agile Product Development for Mass Customization, Niche Markets, JIT, Build-to-Order, and Flexible Manufacturing, by David M. Anderson, with an introduction by B. Joseph Pine II (McGraw-Hill, 1997). Summary Developing products for the agile paradigms is the ultimate, and most challenging, application of concurrent engineering. In many companies, concurrent engineering means no more than "keep manufacturing in mind" when developing products. In agile product development, product development teams must concurrently develop flexible processes that are so agile that companies can quickly develop a broad portfolio of niche market products, build products to order, mass customize individual products at mass-production speed and efficiency, and rapidly introduce a steady succession of "new" products that are really planned "variations on a theme" based on common parts and modular product architecture. This article will show how to develop products, and concurrently, how to eliminate setup by design, how to standardize parts, materials, and processes, how to fabricate parts for the agile environment, and how to design for agile assembly. Agile Product Development The phrase "Agile Product Development" can be interpreted in two ways, both of which are correct and applicable to a wide range of products and industries: 1. An agile product development process that can rapidly introduce a steady succession of incremental product improvements which can be called "new" products — that are really planned "variations on a theme," based on common parts and modular product architecture. This capability results in ultra-fast time-to- market, much faster than possible with independent products that do not benefit from product-family synergies in design and manufacture. 2. Development of agile products that can be manufactured in the following agile environments: Agile Manufacturing, Just-in-Time, Build-to-Order, and Mass Customization. Mass Customization Few products today can be manufactured like mass-produced Model T's, without any need for product variation or customization. Most manufacturers are forced to customize products, to some degree, for increasingly selective customers or to compete in niche markets. However, if products are not designed well for this and manufacturing is not flexible enough, then customizing products will be a slow and costly ordeal. The next paradigm, after the century-old Mass Production, is Mass Customization, 1 which is the ability to design and manufacture niche market or customized products at mass production efficiency and speed. This is accomplished by applying the agile product development techniques described herein and implementing agile manufacturing.2 Mass customization is a proactive approach that anticipates the range of customization and designs it into product families and production system. This replaces the reactive approach where sales "takes all orders" and then Engineering responds by modifying previous products with change orders and Manufacturing jumps through hoops to get them built. The Role of CE in the Agile Era To be agile, companies must be able to understand customer needs, quickly adjust to changing market opportunities, develop products rapidly for fleeting windows of opportunity, build products quickly in response to those needs, and mass customize products when appropriate. As a first step, companies can improve their responsiveness by implementing Just-in-Time (JIT) programs to reduce setup, batch sizes, and WIP (work in process) inventory. A JIT study of 1,165 companies, reported in the APICS journal, Production & Inventory Management Journal, showed throughput time decreased an average of 59.4% as a result of implementing JIT.3 A Coopers & Lybrand study of ten clients that it helped implement JIT showed an average lead time improvement of 83.1%.4 However, it may be difficult to implement JIT for existing products if products have been designed with too many different parts and raw materials to distribute at all points of use. This is even more important for very agile manufacturing environments which do not rely on MRP systems to procure and deliver parts, instead using automatic replenishment systems like kanban or breadtruck deliveries. This article will present very cost-effective methodologies to standardize parts and raw materials. A cornerstone of JIT is setup reduction which allows batch sizes to be smaller. It may be difficult to implement setup reduction for existing products if their designs are inflexible. If there are too many parts to be distributed at the points of use, then companies are forced to perform the setup called kitting. Kitting is the practice of gathering all the parts for the assembly run and putting them in a "kit," which is then delivered to the assembly area. Designing products around standard parts can eliminate this setup. Concurrent engineering of product families and flexible processing can eliminate setup by designing versatile tooling and fixturing that can accept entire groups of parts without setup. Tool plates and fixtures can be designed to be versatile enough to accept a common blank which then can be machined by computer controlled machine tools to produce many shapes. The blank must quickly be positioned in the fixture without any need for measuring and manual positioning. Thus, the blank must be designed with common fixturing geometries. An example of this principle in electronics involves designing all printed circuit boards in the same "form factor" (size and shape) with the same tooling holes so that all of them use the same tooling plate, pallet, or material handling devices. Some companies build multiple circuit boards into panels just to keep the processing size standard. Workpiece location setup can be eliminated with standard location geometries on parts and tooling. Computer Numerical Controlled (CNC) machine tools can eliminate extra machine loadings and setups by performing several operations on the same machine. Ultra-Fast Time-to-Market Agile companies will also have to develop products quickly to respond to rapidly changing market conditions. Agile enterprises can employ ultra-fast time-to- market techniques to design "new" products with most of the design work coming from previous engineering, software code, modules, and parts, instead of "reinventing the wheel" every time. Parametric CAD can accelerate any new engineering by creating part drawings with "floating" dimensions which can easily be changed for subsequent parts. The changed part drawings can, in turn, update assembly drawings. Parametric CAD can also automatically update analyses of stress, motion, vibrations, and thermal behavior.5 Ultra-fast product development depends on developing versatile product family architecture that optimizes versatile modularity, utilization of standard modules and parts, maximum use of off-the-shelf hardware, design by suppliers, and easy-to-modify parametric CAD templates. To fully capitalize on this ultra-fast product development, agile enterprises must be able to get new products into customers' hands rapidly. Build-to-order helps this happen by shortening the "pipeline" to the customer and eliminating the finished goods inventory from the pipeline. Traditional manufacturers have to empty the pipelines of older products before new products can flow to customers. Rosendo G. Parra, Group Vice President of Dell Computer Corporation, summarized the advantage of built-to-order for Dell: "We were probably the first vendor to transition into the new Pentium FPU processor, simply because we didn't have a hundred and some days of inventory out in distribution that we had to move first."6 Standardization Standardization is a key prerequisite to any of the agile paradigms.7 The challenge for the agile enterprise is to reduce the internal variety to the point where products can be built flexibly without the cost and time delays of setup changes. This is accomplished by standardizing on parts, features, materials, and processes in the design stage. To operate flexibly in high volume, parts must be common enough to be readily available at all the points of use, fixturing geometry must be common enough so that all variations of a part can be positioned the same, design features must be common enough to use the same manufacturing tools, materials must be common enough to avoid stopping production to change materials. Standardization is easy to accomplish in the design stage and standardization efforts can quickly pay for their investment in reduced material overhead and purchasing leverage. However, the parts, materials, tools and processes must be standardized before product development teams begin their designs. The simplest form of standardization is simply to make it clear which parts are already in use. This helps to stop the typical proliferation of parts where "new" parts are added that are identical or similar to existing parts. Part Listing Many parts lend themselves to listing in a logical order as examples show in Figure 1. For these parts, simply list all existing parts in order, circulate the lists to the design community, and encourage engineers to use existing parts whenever possible. A significant standardization effect can be obtained by identifying the "high-runner" parts that are used over a certain quantity per year. A procedure will be presented below for determining preferred status for parts.  Part Type Listing Order Threaded fasteners Thread diameter, pitch, length, head type, material/coating, grade Washers/spacers O.D., I.D., thickness, material, finish Gears Pitch, number of teeth, face width, material Gearboxes Ratio, horsepower, shaft orientations, shaft diameters Motors Horsepower, voltage, phase, shaft diameter, mount Pumps Pressure, Flow rate Power supplies Output voltage, wattage Resistors Ohms Capacitors Microfarad Integrated circuits Generic numbering system (e.g. 74F00) Figure 1: Examples of Part Type Listing Orders  Preferred Part List Determination The following methodology is an easy-to-apply approach that can be quite effective at reducing the number of different parts (part types) by standardizing on certain preferred parts.8 This usually applies to purchased parts but it could also apply to manufactured parts. Part commonality methodology is based on a zero-based principle that asks the simple question: "What is the minimum list of part types we need to design new products?" Answering this question can be made easier by assuming that the company (or a new competitor) has just entered this product line and is deciding which parts will be needed for a whole new product line. One of the advantages of new competitors is the ability to "start fresh" without the old "baggage" of too many parts. Just imagine a competitor simultaneously designed your entire product line around common parts. Now imagine doing the same thing internally. This is the zero based approach. The commonality approach determines the minimum list of parts needed for new designs and is not intended to eliminate parts used on existing products, except when the common parts are functionally equivalent in all respects. In this case the common part may be substituted as an equivalent part or a "better-than" substitution, where a common part with a better tolerance can replace its lesser counterpart in existing products.9 The first step in the commonality approach is to ascertain the company's inherent part commonality for each category of parts. It would be very unlikely if all existing parts had identical usage histories. Every category of parts has some "high-runners" that are used far more often than others. Rather than choosing arbitrary values for new parts, choose values that correspond to existing high usage parts as much as possible. One reason for this approach would be to avoid adding new common parts to a bloated list of parts already in use. Another reason is that the values already in widespread use probably were chosen for reasons that may apply to old and new products alike. To determine the company's inherent commonality, first obtain prioritized lists of each part category either based on total quantity used per year or based on which parts are used on the most products. Then plot part usage, for each category of part type, in the format of Figure 2 where the vertical axis represents volume and the horizontal axis represents part numbers prioritized by volume. Next, apply judgement to the curves and determine which existing parts should be candidates for the commonality list. For the data presented in Figure 2, the left eighth of the parts would be good candidates. This will become the baseline list based on the inherent commonality of existing parts. New generation parts, with no usage history, are then added to the list. Then eliminate duplicates and consolidate parallel lines of parts, for instance, standardizing on 1% resistors instead of having both 5% and 1% tolerances. Some companies report that the increased purchasing leverage of buying all 1% resistors compensates for the increased cost of the higher tolerance parts. After the list is structured in some logical order (as discussed above), circulate the list to engineering groups for feedback and "buy-in" before implementation. The design community may need to be educated on the strategic importance of using standard parts. Design engineers need to realize that no matter how simple a part appears, every part number inhibits agility and incurs a material overhead burden to document, procure, store, distribute, re-supply, and manufacture in low volume. Part Standardization Examples This part commonality approach was implemented by the author at Intel Corporation's Systems Group. Starting with 20,000 parts for printed circuit boards and computers, this commonality approach generated a preferred parts list of only 500 parts. For the category of "passive" components (resistors, capacitors, and diodes), 2,000 values were reduced to 35 values, one set for leaded axials, and another set for their surface mount equivalents. Fasteners for computer systems were standardized on one screw! Tektronix used parts management software from CADIS10 to eliminate 32,000 duplicate part numbers from an active base of 150,000. Bob Vance, Tektronix VP and Chief Information Officer, summarized the return on eliminating excess parts: "There are few areas where a manufacturing company can make such a significant impact to its bottom line with so little effort. We want to invest our resources in product innovation and customer services, not carrying an overburdened parts inventory."11 While training a company that manufactured air conditioners and furnaces, the author discovered the company used 152 different types of motors. When he challenged the designers, they insisted they needed every size to specify "just the right" motor for every application. Then he asked their supplier, GE Consumer Motor Division, "What would be the savings if those 152 motors could be reduced to five or ten?" The one word answer was "Massive!" Why? Because each of those five or ten motors would be ordered in volumes that would be ten times their current order volumes, thus resulting in greater economies of scale. Further, the five or ten chosen would have been the most cost-effective in GE's line — the motors that they produce in high volume for other customers too. Other Standardization Similar procedures can be used to standardize tools, raw materials, and "features" which are defined as any shapes that require separate tooling to make: e.g. drilling or reaming holes, bending sheetmetal to a specified radius, and machining with profile end-mills. Fixturing geometry should be standardized to accommodate all parts in the product family without setup to position or clamp parts, dies, or molds. Processes should be standardized to eliminate setups to change adhesives or oven temperatures. How Standardization Makes Part Resupply Agile In agile operations, standard parts can be "pulled' into assembly operations on demand. Small, inexpensive parts can be resupplied automatically without sales forecasts with breadtruck deliveries. A local supplier is contracted to simply keep the bins full and bill the company monthly for what has been used, much like the way bread is resupplied by the breadtruck to a small market. All the MRP/purchasing expense is eliminated. Further, this type of delivery can assure a constant supply of parts, thus avoiding work stoppages. Internally fabricated parts do not necessarily need to be made in a lot-size- of-one to support built-to-order product assembly. If the parts are small, inexpensive, and not likely to deteriorate or become obsolete, they can be made in batches as part of a kanban resupply. The simplest form of kanban uses two bins for each part. When the first bin is depleted, a second full bin moves into place. The empty part bin then is returned to its "source," which could be the machine that made the part, a sub-assembly workstation that assembled the part, or a supplier. The source fills the bin and returns it to this assembly workstation behind its counterpart bin which is still dispensing parts. Kanban bins for small, cheap, and stable parts can be sized with enough parts to never cause a work stoppage, even at peak demand. Only rough estimates of this peak demand are necessary, so part resupply does not require forecasts and MRP-based procurement cycles. Agile Part Design12 Parts that are large, expensive, or prone to deterioration or obsolescence may have to be built flexibly as needed to minimize space, cost, or risk. Programmable machine tools can provide a versatile source of agility by programmably cutting bar stock, tubing, sheetmetal, cloth, leather, and so forth. To eliminate setup and make these machines flexible, fixturing geometries and raw materials must be standardized. Further, all operations for all parts built must be within the capabilities of the machine including automatic tool changers, for instance, for machining centers and punch presses. Versatile programmable machine tools can reduce processing steps by performing several functions in one machine, for instance, using laser cutters to blank, drill, punch, notch, and cut sheetmetal and using machining centers for drilling, taping, and milling. Flexible operations must have the ability to quickly and easily change CNC programs. If plastic molded parts and cast metal parts can not be supplied easily by kanban, then the molding or casting process may need to be more flexible. The first step to make these processes more flexible would be to consolidate molded and cast shapes to the minimum number of different parts that are used in the maximum number of products. To maximize versatility, each of these parts may have extra metal or functions. Similarly, standard bare circuit boards may have extra traces and pads. Design for Agile Product Assembly13 Agile companies design products and their assembly process to enable the assembly/configuration of all product variations in the family without any setup to retrieve parts, position parts, download programs, calibrate anything, or find and understand instructions. Assembly, adjustments, and configurations may all occur at some assembly operations for sub-assembly or final assembly. For agile assembly: All parts must be available at all points of use. This underscores the importance of part standardization. If there are too many different parts, it may not be possible to make them available at all points of use, or doing so would make the assembly area crowded and confusing. Parts are resupplied automatically without any setup to retrieve or ordered them, as with the kanban or breadtruck systems, as described earlier. Fixtures and fixturing geometry are standardized to eliminate setup related to fixturing. Universal mounting/locating geometries apply to both parts and fixtures. Examples on parts include locating bosses on castings and tooling holes on printed circuit boards. Examples on fixtures include locating surfaces on machine tool fixtures and tooling pins on circuit board tooling plates or pallets. Clever fixtures can be designed to accommodate a wide range of shapes and sizes. Tools are standardized so that all tools needed at each assembly operation are readily available. If each assembly station uses only one type of screw, then "auto-feed" screwdrivers can be used to automatically advance the next screw into the powered screwdriver. Process steps are standardized to avoid confusion and setup, e.g. torque settings, dispenser quantities, timed steps, calibration procedures, and types of adhesives and sealants. The Japanese call this mistake-proofing poke-yoke. Assembly/configuration instructions are displayed on-line to eliminate the setup of finding and understanding instructions. At the very minimum, the monitor can display text instructions that could be exported from appropriate documents in word processing or database applications. Displays could be generated from two-dimensional CAD drawings, 3D CAD solid models, drawn illustrations, or digital photographs that can be touched up to emphasize certain points. Compaq Computers was doing this in 1989 in Houston, Texas.14 Apple Computer has even made animated assembly instructions which are displayed on its own Macintosh computers. 15 Assembly instructions must be quickly changed. As with the automation programs, the manual instructions can be changed by input from bar code technology by "wanding" the bar code of a key part (like a circuit board), pallet, or some kind of "traveler" card or documentation.16 This is preferable to entering work order numbers on a keyboard because it is faster and not prone to entry errors. In a "push" system (where work is scheduled and sequenced), the next set of instructions could be displayed after the previous job is finished. Companies that use these agile product development techniques will experience: ultra-fast development of modular products; quick response to changing markets and opportunities; the lowest overhead costs; price premium opportunities; and better satisfaction of customers needs. About the Author Dr. David M. Anderson, P.E., is a Lafayette, CA, based management consultant who specializes in seminars, workshops, and consulting on Agile Product Development and Design for Manufacturability. At the Haas Graduate School of Business at the University of California at Berkeley, he created and taught the course "New Product Development" as part of the Management of Technology Program. Dr. Anderson has over 23 years of industrial experience and counts as clients many leading companies including several divisions of Hewlett-Packard, Emerson Electric, GE, Bausch & Lomb, Northern Telecom, United Technologies, Loral, Guidant, Freightliner, and many others. When he was Manager of Flexible Manufacturing at Intel's Systems Group, he initiated successful programs for Design For Manufacturability (DFM) and standardization of parts and tooling. He wrote the book, Design For Manufacturability, Optimizing Cost, Quality, and Time-to-Market (CIM Press, 1990), the opening chapter in the SME handbook on DFM (TMEH, Vol 6), and the chapter on DFM and Mass Customization in the Quality Function Deployment Handbook (Wiley, 1997). His new book, Agile Product Development for Mass Customization, has just been published by McGraw-Hill Professional Publishing (Burr Ridge, IL). His next book will be on low-cost product development. From 1977 to 1983, his company, Anderson Automation, Inc., generated design studies and built special production equipment for companies such as IBM, FMC, Clorox, and Optical Coating Labs. As the ultimate concurrent engineering experience, he personally built the equipment he designed and is proficient at machining and welding. He holds professional registrations in Mechanical, Industrial, and Manufacturing Engineering and a Doctorate in Mechanical Engineering from UC, Berkeley. Dr. Anderson can be reached at (510) 253-0900; fax: (510) 283-1330; e-mail: andersondm@aol.com. Web site: www.mcninet.com/GlobalLOOK/anderson.html Notes 1 B. Joseph Pine II, Mass Custom-ization, The New Frontier in Business Competition, (Boston, Harvard Business School Press, 1993). 2 David M. Anderson, with an introduction by B. Joseph Pine II, Agile Product Development for Mass Customization, Niche Markets, JIT, Build-to-Order, and Flexible Manufacturing, (Burr Ridge, IL, Irwin/McGraw-Hill Professional Publishing, 1997), Chapter 7, "Building Products Quickly with Agile Manufacturing." 3 Richard E. White, "An Empirical Assessment of JIT in US Manufacturers," Production & Inventory Management Journal, v34, n2 (Second Quarter, 1993) pp. 38-42. 4 William A. Wheeler, III, JIT Client Engagement Results, Coopers & Lybrand Center for Manufacturing Technology (Burlington, MA, 1988). 5 Anderson and Pine, Agile Product Development for Mass Customization, see page 209, "Parametric CAD." 6 Niklas von Daehne, "Database Revolution," Success, v42, n4 (May 1995), pp. 38-42. 7 Anderson and Pine, Agile Product Development for Mass Customization, Ch. 5, "Early Steps and Prerequisites: Standardization." 8 David M. Anderson, Design for Manufacturability, Optimizing Cost, Quality, and Time-to- Market, (Lafayette, CA, CIM Press, 1990), Ch. 5. 9 Anderson and Pine, Agile Product Development for Mass Customization Ch. 7, "Building Products Quickly with Agile Manufacturing." 10 CADIS-PMX (Parts Management eXpert); CADIS, Inc., 1909 26th Street, Boulder, Colorado 80302; (310) 440-4363. 11 Tim Stevens, "Prolific Parts Pilfer Profits," Industry Week, v 244, n 11 (June 5, 1995), pp. 59- 62. 12 Anderson and Pine, Agile Product Development for Mass Customization, Ch. 10, "Designing Mass Customized Products." 13 Ibid., Ch. 10 14 AME (Association of Manufacturing Excellence) plant tour, Compaq Computer, Houston Texas, February 2-3, 1989. 15 Kiyoshi Suzaki, The New Manufacturing Challenge; Techniques for Continuous Improvement, Video program (Dearborn, MI, Society of Manufacturing Engineers). 16 Anderson and Pine, Agile Product Development for Mass Customization, see Figure 2-1 and p. 211, "Manual Assembly Instructions." Return");s1[44]=new Array("papers/crow-bench/crow-bench.htm","Benchmarking Best Practices to Improve Product Development","","BENCHMARKING BEST PRACTICES TO IMPROVE PRODUCT DEVELOPMENT Kenneth Crow ©1996 DRM Associates INTRODUCTION In this era of "faster, cheaper and better", companies are focusing on improving the product development process. Some of the improvement opportunities are obvious to personnel within an organization. Other opportunities may not be obvious or there may be so many things to do that it becomes a question of where to start. In addition, management will typically have a number of questions in the back of their minds. How do we compare with the rest of industry? With the best in industry? What are our strengths and weaknesses? What improvements need to be made? Where do we start? What are our priorities given the resources that we have available? What benefits can we expect? How can we figure this out quickly so that we can get started? ASSESSMENT No organization can implement all aspects of integrated product development immediately. IPD can best be viewed as a journey (continuing process improvement) rather than a destination. Priorities need to be developed for implementing the various facets of a integrated product development environment. The organization must start by understanding its strategic direction (e.g., being the low cost producer, the most innovative producer, the highest quality producer, flexibility to respond to new programs and directions). Next, the organization must assess its strengths and weaknesses. The Product Development Assessment (PDA) methodology provides a thorough review of the development process based on 250 best practices that have been identified from studying companies' product development activities around the world. This level of detail allows identification of specific strategy, organizational, process, methodology and technology issues to address as part of an improvement program. These best practices are organized into categories for summarization and reporting purposes as shown on the following page. Most of these best practices are universal - they apply to the development of any kind of product in any type and size of company. Some of these best practices are relevant to only certain types of products or business environments (e.g., maintainability/serviceability practices don't apply to consummable products, design for manufacturability isn't as important with one-off product such as a satellite, etc.). Therefore, an importance weighting is used to tailor the importance of the best practice to each company's products and business environment. Associated with each of these best practices is a set of questions to aid in this assessment process. A company's product development activities are evaluated with respect to each of these best practices, and a quantitative rating is developed. This evaluation is supported by a verbal description of the characteristics of the organization's product development approach as it evolves toward a world class approach to IPD. A worksheet for this evaluation process is shown below. In addition to the performance rating against each best practice and for each higher level category, an overall performance rating is developed by again assigning a weighting factor to each category based on their importance given the nature of the business and the product. This performance rating, when compared to that of other companies, gives an indication of the urgency of improving the development process. Gap analysis is then employed to focus attention on the improvement opportunities that will yield the highest payoff. The categories with high weighting factors and relatively low performance ratings yield the largest gaps between what is important to the organization and what it does well. these are the areas that require the highest priority in improving the development process and will likely have the largest payoff. On the other hand, categories with low importance ratings and relatively high performance ratings indicate low priority areas not deserving as much attention. This analysis becomes the basis for identifying implementation actions and priorities. An example of this performance summary and gap analysis is shown below. PLANNING AND IMPLEMENTING IMPROVEMENTS An examination of the performance ratings against individual best practice criteria will help identify the specific areas that require attention. This then becomes the basis for developing priorities and, eventually, an improvement or implementation plan. In addition, the expertise of an internal manager or outside consultant very knowledgeable in integrated product development concepts and improvement strategies can aid in identifying priorities. This expertise is important because of natural relationships and sequences with the implementation and use of these best practices. For example, moving to a digital product model is not realistic until there is a certain level of CAD capability and network infrastructure in place. Quality function deployment (QFD) matrices can be used to translate these high priority improvement categories into specific actions, priorities, and implementation prerequisites to take with respect to strategy, organization, process, methods, and technology. and establishing implementation priorities. Given the many elements of IPD, the role of executive management in defining a vision and establishing critical success factors is important to develop implementation priorities. Once priorities are established, a project plan needs to be developed for implementing IPD concepts, effectively introducing supporting tools and techniques, and improving the development processes. Personnel resources to support implementation or improvement activities are required. If the overall performance rating is low, a critical mass of personnel within the organization needs to develop an understanding of the concepts of IPD. These people can then refine the implementation plan, perform various implementation activities, be involved in defining the desired way to develop new products based on IPD approaches, and assist in communicating the desired approach to the rest of the organization. It is recommended that the implementation plan begin with the low cost activities that yield high payoffs. In the absence of any other indications of strengths and weaknesses, we believe these initial actions should include forming product development teams as the basis for product development and utilizing the quality function deployment (QFD) methodology as a method for deploying the voice of the customer. As these steps begin to generate savings, the organization can move on to other IPD elements and self-fund the initiative. There are two elements of implementation planning that must be addressed. The first one that has been described is the implementation plan for the enterprise activities. It covers all the activities to create the IPD environment for all development projects - the activities that cannot cost effectively be done by an individual development project. This would include defining a streamlined product development process, developing manufacturability guidelines, installing appropriate CAD/CAE/CAM and product data management system tools, etc. The second plan element, the project deployment plan, the IPD actions that will be taken to support an individual product development project. This plan would be developed with the participation of the member of management responsible for the development effort, e.g., engineering manager, program manager, product line manager, etc. This plan would address the team structure required to support the project, a staffing plan supporting early involvement, the training requirements, facilities and collocation implications, the technical resources required (workstations, software, etc.), the use of techniques such as quality function deployment, supplier/subcontractor involvement, the development methodology, establishment of project policies and strategies, etc. SUMMARY Many organizations take totally different directions in the evolution of their product development process. While some of these differences are the result of legitimate differences in their business strategy, business environment, organization, and the nature of their products, a frequent problem is the lack of a common framework of the best practices of product development. With extensive investment of time, an organization could develop the broad, internal expertise necessary to produce an effective improvement plan for product development. This would require significant training, attendance at conferences, and extensive benchmarking. This structured Product Development Assessment methodology based on these 250 best practices of product development provides an inexpensive alternative to identifying strengths and weaknesses relative to a common framework of an extensive set of best practices. This enables an organization to more quickly develop an action plan for improving the development process DRM Associates developed this assessment methodology and led the consortium that identified these best practices. The best practices resulted from numerous company visits and attendance at over 100 conferences and workshops on integrated product development. For further information on the product development assessment or the product development self-assessment diskette, contact Kenneth Crow at the address or telephone number below. ABOUT THE AUTHOR KENNETH A. CROW is President of DRM Associates. His firm focuses on product development and the implementation of strategies and practices such as integrated product development, time-to-market, business process re-engineering, and total quality management. He is a recognized expert in the field of integrated product development with over twenty years of experience. He has provided guidance to executive management in formulating a integrated product development program and reengineering the development process as well as assisted product development teams applying IPD to specific development projects. He led a consortium to identify 250 best practices or product development and developed a benchmarking and assessment methodology based on these best practices. He has worked internationally with many Fortune 500 companies. He has written articles and papers, contributed to books, presented at conferences, and conducted workshops world-wide on product development and manufacturing. He is a founding member and President of the Society of Concurrent Engineering. For further information, contact Ken at DRM Associates, 2613 Via Olivera, Palos Verdes, CA 90274; by phone at (310) 377-5569; by fax at (310) 377-1315 or email at kcrow@aol.com. Return");s1[45]=new Array("papers/lbl_consult/better_faster_dev.htm","Better Faster Development","","LBL Consulting Inc. Increasing Product Development Effectiveness and Speed  Better Designs, Faster Development  All of us have read or heard about successes in speeding up and improving product development. You know stories like these.  A computer equipment manufacturer was able to develop new models 30% faster and moved from having the most costly products in its market to having the best price and value position. Sales increased 50% in this very competitive market. An industrial equipment manufacturer was struggling to stay in business. Through streamlining the development process and using several new team and design techniques, the company reduced development time by 40%. By focusing on design simplicity, they reduced the number of parts by 50%. Result: huge direct and indirect annual cost savings. Today, the company prospers. It is not new news to proclaim that companies that focus on outstanding product designs will increase customer satisfaction and retention. And, that will lead to increased sales, market share, profitability and future company growth. Nor is it new news that "first-to-market" companies will enjoy less initial competition, will be able to charge a premium or attain higher profit margins. Or, that "first-to-clone" companies will beat competitors to an improved or lower cost alternative while avoiding the development and market risks of first-to-market companies. And, faster development will lower development costs and reduce the opportunity window for "feature creep" during product design.  So, Why Aren't We Doing It? Unfortunately, too many companies can't realize the benefits of better, faster product development because they don't really understand their own development process. Unknowingly, companies become internally driven rather than market and customer driven and practice "over-the-wall" development. This creates problems. Big problems. Design focus and priorities shift as each function gets involved which can result in a mismatch between the design and manufacturing or field service capability. Worse yet, important customer needs are often not met and the product may bomb in the marketplace. In these companies product development is viewed as a series of isolated "do what you want" technical projects. On the other hand, leading innovative companies treat product development as a strategic process to manage because they see it as a competitive strategy for increasing market share and accelerating growth. They make it part of their business plan and use integrated development process thinking.  Integrated Product Development (IPD) When companies manage the product development process in a concurrent manner rather than sequentially, things are done differently. Each new product effort is led by a small cross-functional team which makes important decisions together from the start of the project and employs joint problem solving at each stage of development. These small core teams of 5-12 members use integration techniques that facilitate listening to the customer and hearing each other. And, they are constantly learning how to make the development process faster and better. They analyze, audit and improve by looking for: breakdowns delays low value adds choke points poor hand-offs cooperation gaps  Senior management focuses on looking for and eliminating: management induced delays under-resourced projects too many projects fuzzy project charters  Management also strengthens the process by adding important elements: core teams empowered within specific boundaries facilitated team development constructive, early on management involvement effective use of information technology product development process metrics   Managing Change Changing the way product development is managed and executed is a difficult thing to pull off. Most companies discover it requires a much bigger culture change effort than anticipated. To overcome resistance to change and functional "silo" mentality, a comprehensive organization assessment of the readiness for, and resistance to, change is needed. The assessment can then be followed by a well thought out change strategy and implementation plan.  Since this is a strategic and large scale change effort, it must be visibly supported and reviewed by the President or General Manager of the company. However, the hands-on champion may be the VP of Development, Marketing or Operations. Under the champion's guidance, specific change projects need to be assigned to managers throughout the organization. Accountability for these projects needs to be built into job objectives, measurements and rewards.  Summary To be development leaders, companies must attend to all the pieces necessary for success: superior customer requirements analysis integration of functions development process redesign use of strong program managers who report directly to top management use of self-directed, core teams (preferably collocated and dedicated) facilitated team development use of relevant design integration techniques: Voice-of-the-Customer Analysis Quality Function Deployment (QFD) Taguchi Design and Process Optimization Pugh Concept Development Design for Simplicity Design for Manufacture Design for Assembly Design for Test Design for Service constructive management involvement effective use of information technology to speed up and integrate communications and analysis  By viewing product development as a key strategic process, by providing top management leadership, and by attending to all the pieces, integrated product development can become a potent reality. Note: This article appeared in the Fall issue of Visions magazine published by the Product Development and Management Association.  About the Author Neil Love is a Partner at LBL Consulting, Inc. in San Jose, CA, and has led several best practices studies in integrated product development and quality management for leading firms. He is a Director of the Silicon Valley Chapter of the Society of Concurrent Engineering, a national committee member of the Product Development and Management Association, a State of California Quality Award Examiner and a Certified Management Consultant (CMC). He can be reached at - 408-923-9292 or neil@lblconsulting.com or via web site: http://www.lblconsulting.com Return © 1996 LBL Consulting, Inc");s1[46]=new Array("papers/lbl_consult/better_prod_def.htm","Better Product Definitions","","LBL Consulting Inc. Increasing Product Development Effectiveness and Speed  Better Product Definitions We all know that the very early stages of product development have the biggest impact on product cost and market attractiveness. We also know the rule of tens that says it costs 10 times more at each stage of product development to fix a problem than it does if had been caught and fixed at the previous stage. A company that makes copiers found this rule unpleasantly accurate since they spent several million dollars fixing a problem in the field that would have cost less than $1000 to fix in the early design stage. So, in this time pressed world of ours, what are the practical things we can do to leverage the early stages of product development for maximum success? Here are some typical early stage problems and practical solutions that are sensitive to the real world demands on product teams and the need to be customer focused. Understand Customer Requirements Problem The product team doesn't have the time, money or interest in customer research methods like focus groups and surveys to determine or at least verify customer priorities. Solution Use a basic Voice-of-the-Customer approach. Identify 20 - 30 key customers Working in pairs, have team members interview customers and observe how customers use the products Have customers prioritize needs by using one of the following methods: multi-voting linear rating scale anchored scale constant sum Kano survey Analytical Hierarchy Process conjoint analysis Define Design Quality Problem The product team does not know how to judge the quality of its design (i.e., "How well does the design meet customer requirements?") Solution Use a basic QFD House of Quality approach. Convert each customer priority to: design metric(s) target value for the metric an evaluation test(s) to assess how well the target value was met It is important that each evaluation test reflects the customers' real world product use and application environment. A simple example of converting a high priority customer requirement to a design metric, to a target value and to a prototype evaluation test would be: Customer Priority Design Metric Target Value Evaluation Test Pushes easily Pounds of force 4 lbs. Push force test Develop Technical Product Concept Problem Managers and team members have their pet technical solutions and try to sell them to the team to get them accepted. Or, concepts identified are fairly traditional ways of solving the customer's problems, not innovative concepts representing new thinking. Solution Use a basic Pugh Concept Development procedure: Generate 10 - 20 alternative technical solutions use facilitated brainstorming include "pet" ideas use each customer priority to trigger technical solution concepts Develop screening criteria customer priorities (or related design metrics) project goals technical risk business/market goals project constraints Select best technical concept select a comparison product (e.g., current best-in-market product) rate how well each concept meets the criteria compared to the comparison product + = Better - = Worse S = Same add up +'s and -'s for each concept eliminate any -'s of the highest scoring concepts (i.e., has the most +'s) select best concept conduct quick prototype tests to check assumptions Summary So we have explored how three typical challenges in getting to the best product definition can be overcome by using the wisdom of Voice-of-the-Customer, QFD and Pugh methods, without being overwhelmed by them. This fairly modest effort can provide an excellent return for the time and money spent. As more and more teams experience successes and acceptance grows, teams will be motivated to schedule in more robust use of these techniques. About the Author Neil Love is a Partner at LBL Consulting, Inc. in San Jose, CA, and has led several best practices studies in integrated product development and quality management for leading firms. He is a Director of the Silicon Valley Chapter of the Society of Concurrent Engineering, a national committee member of the Product Development and Management Association, a State of California Quality Award Examiner and a Certified Management Consultant (CMC). He can be reached at 408-923-9292 or neil@lblconsulting.com or via web site: http://www.lblconsulting.com Return © 1996 LBL Consulting, Inc");s1[47]=new Array("papers/crow-qfd/Crow-qfd.htm","Customer-Focused Development with QFD","","CUSTOMER-FOCUSED DEVELOPMENT WITH QFD Kenneth Crow ©1996 DRM Associates INTRODUCTION Quality must be designed into the product, not inspected into it. Quality can be defined as meeting customer requirements and providing superior value. This focus on the customer places an emphasis on techniques such as Quality Function Deployment to help understand customer needs and provide superior value. Quality Function Deployment (QFD) is a structured approach to defining customer needs or requirements and translating them into specific plans to produce products to meet those requirements. The "voice of the customer" is the term to describe these stated and unstated customer needs or requirements. The voice of the customer is captured in a variety of ways: direct discussion, surveys, customer specifications, observation, warranty data, field reports, etc. This understanding of the customer requirements is then summarized in a product planning matrix or "house of quality". These matrices are used to translate higher level "what's" or requirements into lower level "how's" or means to satisfy the requirements. While the QFD matrices are a good communication tool at each step in the process, the matrices are the means and not the end. The real value is in the process of communicating and decision-making with QFD. QFD is oriented toward involving a team of people representing the various functional departments that have involvement in product development: Marketing, Design Engineering, Quality Assurance, Manufacturing/ Manufacturing Engineering, Test Engineering, Finance, Product Support, etc. The active involvement of these departments can lead to balanced consideration of the requirements or "what's" at each stage of this translation process and provide a mechanism to communicate hidden knowledge - knowledge that is known by one individual or department but may not otherwise be communicated through the organization. The struc-ture of this methodology helps development personnel understand essential requirements, internal capabilities, and constraints and design the product so that everything is in place to achieve the desired outcome - a satisfied customer. QFD helps development personnel maintain a correct focus on true requirements and minimizes mis-interpreting customer needs. As a result, QFD is an effective communications and a quality planning tool. CAPTURING THE VOICE OF THE CUSTOMER A company doesn't blindly respond to customer needs and opportunities. A business strategy which defines customers and markets to be served, competitors, and competitive strengths provides a framework from which to evaluate potential opportunities. As opportunities are identified, appropriate techniques are used to capture the voice of the customer. The techniques used will depend on the nature of the customer relationship as illustrated in Figure 1. There is no one monolithic voice of the customer. Customer voices are diverse. In consumer markets, there are a variety of different needs. Even within one buying unit, there are multiple customer voices (e.g., children versus parents). This applies to industrial and government markets as well. There are even multiple customer voices within a single organization: the voice of the procuring organization, the voice of the user, and the voice of the supporting or maintenance organization. These diverse voices must be considered, reconciled and balanced to develop a truly successful product. Figure 1. Customer Relationships and Requirements Definition The interface with the customer should not be the exclusive responsibility of the sales, marketing or customer service organization. Many of the functional disciplines involved in product development should be exposed to customers and establish relationships to facilitate communication. This insures a wide variety of perspectives on customer needs, develops greater empathy on the part of product development personnel, minimizes hidden knowledge, and overcomes technical arrogance. This direct contact with customers can be accomplished by sending development personnel into the field to meet with customer personnel, by observing customers use the company's products, or by rotating development personnel through marketing, sales, or customer support functions. These practices have resulted in fundamental insights such as engineers of highly technical products recognizing the importance to customers of ease of use and durability rather than the latest technology. Where a company has a direct relationship with a very small number of customers, it is desirable to have a customer representative(s) on the product development team. Alternately, mechanisms such as focus groups should be used where there are a larger number of customers to insure on-going feedback over the development cycle. Current customers as well as potential customers should be considered and included. During customer discussions, identify the basic customer needs. Frequently, customers will try to express their needs in terms of "how" the need can be satisfied and not in terms of "what" the need is. This limits consideration of development alternatives. Development and marketing personnel should ask "why" until they truly understand what the root need is. Breakdown general requirements into more specific requirements by probing what is needed. Once customer needs are gathered, they then have to be organized. The mass of interview notes, requirements documents, market research, and customer data needs to be distilled into a handful of statements that express key customer needs. Affinity diagramming is a useful tool to assist with this effort. Brief statements which capture key customer requirements are transcribed onto cards. A data dictionary which describes these statements of need are prepared to avoid any mis-interpretation. These cards are organized into logical groupings or related needs. This will make it easier to identify any redundancy and serves as a basis for organizing the customer needs for the first QFD matrix. In addition to "stated" or "spoken" customer needs, "unstated" or "unspoken" needs or opportunities should be identified. Needs that are assumed by customers and, therefore not verbalized, can be identified through preparation of a function tree. These needs normally are not included in the QFD matrix, unless it is important to maintain focus on one or more of these needs. Excitement opportunities (new capabilities or unspoken needs that will cause customer excitement) are identified through the voice of the engineer, marketing, or customer support representative. These can also be identified by observing customers use or maintain products and recognizing opportunities for improvement. PRODUCT PLANNING Once customer needs are identified, preparation of the product planning matrix or "house of quality" can begin. The sequence of preparing the product planning matrix is as follows: 1. Customer needs or requirements are stated on the left side of the matrix as shown in Figure 2. These are organized by category based on the affinity diagrams. Insure the customer needs or requirements reflect the desired market segment(s). Address the unspoken needs (assumed and excitement capabilities). If the number of needs or requirements exceeds twenty to thirty items, decompose the matrix into smaller modules or subsystems to reduce the number of requirements in a matrix. Figure 2. Product Planning Matrix For each need or requirement, state the customer priorities using a 1 to 5 rating. Use ranking techniques and paired comparisons to develop priorities. 2. Evaluate prior generation products against competitive products. Use surveys, customer meetings or focus groups/clinics to obtain feedback. Include competitor's customers to get a balanced perspective. Identify price points and market segments for products under evaluation. Identify warranty, service, reliability, and customer complaint problems to identify areas of improvement. Based on this, develop a product strategy. Consider the current strengths and weaknesses relative to the competition? How do these strengths and weaknesses compare to the customer priorities? Where does the gap need to be closed and how can this be done - copying the competition or using a new approach or technology? Identify opportunities for break-through's to exceed competitor's capabilities, areas for improvement to equal competitors capabilities, and areas where no improvement will be made. This strategy is important to focus development efforts where they will have the greatest payoff. 3. Establish product requirements or technical characteristics to respond to customer requirements and organize into related categories. Characteristics should be meaningful, measurable, and global. Characteristics should be stated in a way to avoid implying a particular technical solution so as not to constrain designers. 4. Develop relationships between customer requirements and product requirements or technical characteristics. Use symbols for strong, medium and weak relationships. Be sparing with the strong relationship symbol. Have all customer needs or requirement been addressed? Are there product requirements or technical characteristics stated that don't relate to customer needs? 5. Develop a technical evaluation of prior generation products and competitive products. Get access to competitive products to perform product or technical benchmarking. Perform this evaluation based on the defined product requirements or technical characteristics. Obtain other relevant data such as warranty or service repair occurrences and costs and consider this data in the technical evaluation. 6. Develop preliminary target values for product requirements or technical characteristics. 7. Determine potential positive and negative interactions between product requirements or technical characteristics using symbols for strong or medium, positive or negative relationships. Too many positive interactions suggest potential redundancy in "the critical few" product requirements or technical characteristics. Focus on negative interactions - consider product concepts or technology to overcome these potential trade-off's or consider the trade-off's in establishing target values. 8. Calculate importance ratings. Assign a weighting factor to relationship symbols (9-3-1, 4-2-1, or 5-3-1). Multiply the customer importance rating by the weighting factor in each box of the matrix and add the resulting products in each column. 9. Develop a difficulty rating (1 to 5 point scale, five being very difficult and risky) for each product requirement or technical characteristic. Consider technology maturity, personnel technical qualifications, business risk, manufacturing capability, supplier/subcontractor capability, cost, and schedule. Avoid too many difficult/high risk items as this will likely delay development and exceed budgets. Assess whether the difficult items can be accomplished within the project budget and schedule. 10. Analyze the matrix and finalize the product development strategy and product plans. Determine required actions and areas of focus. Finalize target values. Are target values properly set to reflect appropriate trade-off's? Do target values need to be adjusted considering the difficulty rating? Are they realistic with respect to the price points, available technology, and the difficulty rating? Are they reasonable with respect to the importance ratings? Determine items for further QFD deployment. To maintain focus on "the critical few", less significant items may be ignored with the subsequent QFD matrices. Maintain the product planning matrix as customer requirements or conditions change. One of the guidelines for successful QFD matrices is to keep the amount of information in each matrix at a manageable level. With a more complex product, if one hundred potential needs or requirements were identified, and these were translated into an equal or even greater number of product requirements or technical characteristics, there would be more than 10,000 potential relationships to plan and manage. This becomes an impossible number to comprehend and manage. It is suggested that an individual matrix not address more than twenty or thirty items on each dimension of the matrix. Therefore, a larger, more complex product should have its customers needs decomposed into hierarchical levels. To summarize the initial process, a product plan is developed based on initial market research or requirements definition. If necessary, feasibility studies or research and development are undertaken to determine the feasibility of the product concept. Product requirements or technical characteristics are defined through the matrix, a business justification is prepared and approved, and product design then commences. PRODUCT DESIGN Once product planning is complete, a more complete specification may be prepared. The product requirements or technical characteristics and the product specification serve as the basis for developing product concepts. Product benchmarking, brainstorming, and research and development are sources for new product concepts. Once concepts are developed, they are analyzed and evaluated. Cost studies and trade studies are performed. The concept selection matrix can be used to help with this evaluation process. The concept selection matrix shown in Figure 3. lists the product requirements or technical characteristics down the left side of the matrix. These serve as evaluation criteria. Figure 3. Concept Selection Matrix The importance rating and target values (not shown in Figure 3.) are also carried forward and normalized from the product planning matrix. Product concepts are listed across the top. The various product concepts are evaluated on how well they satisfy each criteria in the left column using the QFD symbols for strong, moderate or weak. If the product concept does not satisfy the criteria, the column is left blank. The symbol weights (5-3-1) are multiplied by the importance rating for each criteria. These weighted factors are then added for each column. The preferred concept will have the highest total. This concept selection technique is also a design synthesis technique. For each blank or weak symbol in the preferred concept's column, other concept approaches with strong or moderate symbols for that criteria are reviewed to see if a new approach can be synthesized by borrowing part of another concept approach to improve on the preferred approach. Based on this and other evaluation steps, a product concept is selected. The product concept is represented with block diagrams or a design layout. Critical subsystems, modules or parts are identified from the layout. Criticality is determined in terms of effect on performance, reliability, and quality. Techniques such as fault tree analysis or failure modes and effects analysis (FMEA) can be used to determine criticality from a reliability or quality perspective. The subsystem, assembly, or part deployment matrix is then prepared. The process leading up to the preparation of the deployment matrix is depicted in Figure 4. Figure 4. QFD Concept Selection Process The product requirements or technical characteristics defined in the product planning matrix become the "what's" that are listed down the left side of this matrix along with priorities (based on the product planning matrix importance ratings) and target values. The subsystem, assembly or part deployment matrix is prepared in a manner very similar to the product planning matrix. These product requirements or technical characteristics are translated into critical subsystem, assembly or part characteristics. This translation considers criticality of the subsystem, assembly or parts as well as their characteristics from a performance perspective to complement consideration of criticality from a quality and reliability perspective. Relationships are established between product requirements or technical characteristics and the critical subsystem, assembly or part characteristics. Importance ratings are calculated and target values for each critical subsystem, assembly or part characteristic are established. An example of part deployment matrix is shown in Figure 5. Figure 5. Deployment Matrix PROCESS DESIGN QFD continues this translation and planning into the process design phase. Pugh concept selection can be used to evaluate different manufacturing process approaches and select the preferred approach. Based on this, the process planning matrix shown in Figure 6. is pre-pared. Again, the "how's" from the higher level matrix (in this case the critical subsystem, assembly or part characteristics) become the "what's" which are used to plan the process for Figure 6. Process Planning Matrix fabricating and assembling the product. Important processes and tooling requirements can be identified to focus efforts to control, improve and upgrade processes and equipment. At this stage, communication between Engineering and Manufacturing is emphasized and trade-off's can be made as appropriate to achieve mutual goals based on the customer needs. In addition to planning manufacturing processes, more detailed planning related to process control, quality control, set-up, equipment maintenance and testing can be supported by additional matrices. Figure 7. provides an example of a process/quality control matrix. The process steps developed in the process planning matrix are used as the basis for planning and defining specific process and quality control steps in this matrix. The result of this planning and decision-making is that Manufacturing focuses on the critical processes, dimensions and characteristics that will have a significant effect on producing a product that meets customers needs. There is a clear trail from customer needs to the design and manufacturing decisions to satisfy those customer needs. Disagreements over what is important at each stage of the development process should be minimized, and there will be greater focus on "the critical few" items that affect the success of the product. Figure 7. Process Control/Quality Control Matrix QFD PROCESS QFD begins with product planning; continues with product design and process design; and finishes with process control, quality control, testing, equipment maintenance, and training. As a result, this process requires multiple functional disciplines to adequately address this range of activities. QFD is synergistic with multi-function product development teams. It can provide a structured process for these teams to begin communicating, making decisions and planning the product. It is a useful methodology, along with product development teams, to support a concurrent engineering or integrated product development approach. QFD, by its very structure and planning approach, requires that more time be spent up-front in the development process making sure that the team determines, understands and agrees with what needs to be done before plunging into design activities. As a result, less time will be spent downstream because of differences of opinion over design issues or redesign because the product was not on target. It leads to consensus decisions, greater commitment to the development effort, better coordination, and reduced time over the course of the development effort. QFD requires discipline. It is not necessarily easy to get started with. The following is a list of recommendations to facilitate initially using QFD. · Obtain management commitment to use QFD. · Establish clear objectives and scope of QFD use. Avoid first using it on a large, complex project if possible. Will it be used for the overall product or applied to a subsystem, module, assembly or critical part? Will the complete QFD methodology be used or will only the product planning matrix be completed? · Establish multi-functional team. Get an adequate time commitment from team members. · Obtain QFD training with practical hands-on exercises to learn the methodology and use a facilitator to guide the initial efforts. · Schedule regular meetings to maintain focus and avoid the crush of the development schedule overshadowing effective planning and decision-making. · Avoid gathering perfect data. Many times significant customer insights and data exist within the organization, but they are in the form of hidden knowledge - not communicated to people with the need for this information. On the other hand, it may be necessary to spend additional time gathering the voice of the customer before beginning QFD. Avoid technical arrogance and the belief that company personnel know more than the customer. QFD is an extremely useful methodology to facilitate communication, planning, and decision-making within a product development team. It is not a paperwork exercise or additional documentation that must be completed in order to proceed to the next development milestone. It not only brings the new product closer to the intended target, but reduces development cycle time and cost in the process. ABOUT THE AUTHOR KENNETH A. CROW is President of DRM Associates. His firm focuses on product development and the implementation of strategies and practices such as integrated product development, time-to-market, business process re-engineering, and total quality management. He is a recognized expert in the field of integrated product development and quality function deployment with over twenty years of experience. He has assisted management with IPD initiatives, worked with teams to apply IPD practices and QFD methods, and provided product development consulting and training. He led a consortium to identify 250 best practices or product development and developed a benchmarking and assessment methodology based on these best practices. He has worked internationally with many Fortune 500 companies. He has written articles and papers, contributed to books, presented at conferences, and conducted workshops world-wide on product development, manufacturing, and quality function deployment. He is a founding member and President of the Society of Concurrent Engineering. For further information, contact Ken at DRM Associates, 2613 Via Olivera, Palos Verdes, CA 90274; by phone at (310) 377-5569; by fax at (310) 377-1315 or email at kcrow@aol.com. Return");s1[48]=new Array("papers/lbl_consult/better_team_launch.htm","Better Team Launches","","LBL Consulting Inc. Increasing Product Development Effectiveness and Speed  Invest In Better Team Launches A basic, but powerful, model of Integrated Product Development (IPD) would likely include the following components: high overlap development process constructive senior management practices customer-design-process integration tools project core teams  All are important, but core teams are arguably the practical foundation of IPD, especially when companies are in the early stages of IPD exploration and evolution. The core team is composed of a small group of professionals from various functions who together make critical decisions from the very beginning of the project. In addition, each core team member serves as a liaison to their functional department or sub-team.  To achieve success, several important activities must occur during the launch of the core team including: establishing the right team composition and structure clarifying the role of team sponsor, team leader and team members developing team member teamwork skills defining the project and product vision  These activities are most impactful when they are managed as a choreographed process, not isolated and optional one-time events. Preferably, these activities should be structured into a facilitated Team Launch Process having the following phases. Team Launch Process Setting Up Team Starting Team Building Team Leading Team  Here are some tips for implementing the activities in each of the phases.  Setting Up Teams Putting the right team together involves representing the key stakeholder groups with technically and interpersonally capable people. In setting up the core team be sure to: Limit core team to 5-12 members Ensure all downstream functions are represented on the team from the start Include key supplier and customer representatives if possible Ensure team member managers have committed adequate team member time (preferably more than 80%) Carefully select a team leader who has: a General Manager thinking style successful multi-function development team experience excellent people, project planning and leadership skills Select an effective executive to be the team sponsor Collocate the core team and provide effective facilities: open office area small meeting tables in open area dedicated conference room flip charts electronic chalk board voice mail, email and intranet computer connections for all team members The members selected for a core team varies by product and where the risks are but as an example, a core team might have the following members: team leader product marketing hardware design software design test engineering manufacturing process engineering field servicepurchasing  Starting Teams Have team members complete a Project Launch Self-Assessment Checklist to assess how clear and agreed to each of the following issues are : Product development process to be used Target markets Customer types to focus on Usefulness of current customer needs data Project vision Product vision Core team members needed Who is on the "full" team Near term customer requirements and product definition steps Development strategies and tools Supplier relations Teamwork operating mechanics Then, have team members discuss the differences and questions surfaced and agree on how and when to clarify and agree on open issues.  Next, have the team work through and agree on the following key issues (preferably with the help of a very capable facilitator): Which team decisions will be consensus based, which won't Project mission/charter statement Project goals product cost project budget development speed product performance vs. previous product break-even time improving the product development process Product positioning statement such as: "catch up to best-in-market" "exceed best-in-market by 20% in performance" "replace current product but with 10% better reliability" Project constraints technology to be used manufacturing facilities/processes suppliers to be used  Building Teams Strategically important core teams should be entitled to team development support activities such as: Project leader booster training (1 or 2 days before the team is selected) Topics include: project leader role picking the right team member product development process team evolution model dealing with team problems team member discussion facilitatio creativity facilitation consensus building facilitation problem solving facilitation why, when and how to use facilitators Project leader coaching (available in person and by phone, fax, email) assistance in thinking through upcoming meetings help in dealing with team or management issues Core team training/team building (1 or 2 days at very start of project) Topics include: development process orientation/updates/tailoring teamwork skills meeting management team member roles and responsibilities Core team facilitation first few working meetings periodically assess team performance provide "as needed" team booster facilitation  Leading Teams An effective Team Leader will facilitate project direction thinking and team cohesion. He or she should develop a sense of shared leadership among the team members encouraging them to take the lead in dealing with issues that arise during stages of the project.  Effective team leaders should demonstrate these skills throughout the project cycle: Project planning skills Leadership skills consistent vision getting buy-in staying the course (but not being rigid) motivating and cheer leading Team facilitation skills consensus decision making conflict management cohesion building Meeting management skills Setting and maintaining protective boundaries around the team  Team leaders should also master and insist on the use of team management procedures. Meeting ground rules, such as start and end on time no side conversations make point briefly no surprises Document team decisions, open issues and action items Accountability for duties and action items Action item assignment and follow-up at next meeting Agendas - available before meetings and used during meetings Meeting process check at the end of every meeting What worked well? What should we change next time and how will we do it?  Summary Core teams are critical for speeding up product development and creating exciting products. Providing them with an effective Team Launch Process is not a major investment but it can provide big dividends in terms of increased teamwork and decreased conflict and misunderstandings. In fact, it's often equivalent to only 1-2% of a project's total expenses. So why not make Team Development & Support a line item in every major project's budget?  Make this investment in better team launches and your company can reap a very substantial return on the investment.  About the Author Neil Love is a Partner at LBL Consulting, Inc. in San Jose, CA, and has led several best practices studies in integrated product development and quality management for leading firms. He is a Director of the Silicon Valley Chapter of the Society of Concurrent Engineering, a national committee member of the Product Development and Management Association, a State of California Quality Award Examiner and a Certified Management Consultant (CMC). He can be reached at - 408-923-9292 or neil@lblconsulting.com or via web site: http://www.lblconsulting.com Return © 1996 LBL Consulting, Inc");s1[49]=new Array("papers/lbl_consult/cust_priorities.htm","Customre Priorities","","LBL Consulting Inc. Increasing Product Development Effectiveness and Speed  Knowing Customer Priorities Is A Competitive Advantage  Customer focused product development obviously requires a deep understanding of customer requirements. Traditional methods to gather customer requirements include customer interviews and surveys. Other potent methods include product clinics, real world product use observations and contextual inquiry. In some markets, interviewing and observing just thirty customers can give you 90% of the requirements. However, to focus designs on the areas that are critical from a customer standpoint, we must know which requirements are most important to meet. Although, the best people to rate the importance of the customer requirements are the customers themselves, getting this done is sometimes a challenge and a key decision is selecting the method most appropriate for the situation. Implementing effective concurrent engineering approaches means that Integrated Product Teams (IPT's) are involved first hand in customer needs research. But in the real world, tension exists between project resources, time for customer research and customer availability and patience on one hand, and obtaining the most discriminating assessment of importance ratings on the other hand. Consequently IPT's must be aware of what techniques are available so they can make intelligent choices in trading off efficiency and effectiveness when determining customer requirement importance ratings. It's probably no surprise that there are a wide variety of techniques that can be used ranging from fairly quick and simple to sophisticated and more time consuming. Generally, the simpler techniques ask customers to rate the importance of each requirement without regard to other requirements. More involved techniques ask customers to rate each requirement in relation to all the other requirements. The most sophisticated techniques ask the customers to go through numerous pairwise comparisons forcing them to rate the importance of one requirement versus another or rating combinations of requirements at different performance levels against each other. Here are nine techniques which could be placed in your company's tool box for determining customer requirement priorities. Rate each requirement in isolation Linear Rating Scale Kano Survey Rate relative to other requirements Priority Ranking Multi-voting $100/$1000 Distribution Constant Sum Anchored Scale Forced comparisons Analytical Hierarchy Process Conjoint Analysis  The following is a brief description of each method along with its pro's and con's. The methods are listed from easiest to do to hardest to do and, consequently, from least expensive to most expensive and from some value to most value and from least customer time and effort needed to most customer time and effort needed. This article represents many years of constant vigil for ways to determine customer priorities. Much credit for developing, researching or promoting these techniques goes to several professionals, notably Abbie Griffin, University of Chicago and John Hauser, Harvard University (see their outstanding research in The Voice of the Customer, Marketing Science, Winter 1993), Robert Thomas, Georgetown University, Bob Klein, Applied Marketing Science, Inc., the work of Doug Daetz and Bill Barnard at Hewlett Packard (see their excellent book Customer Integration, 1995, John Wiley) and David Saunders, Arbor, Inc.  Priority Ranking Provide customers with a stack of cards with each card having a separate requirement. Have each customer arrange the requirements cards from most important to least important. Convert each requirement's ranking into a ranking number (e.g., the top ranked requirement of 30 requirements would be given the number of "30"). Pro's Quick to complete Introduces relative rating Con's Begins to get unwieldy when there are more than 12 requirements  Multi-voting Provide customers with a list of requirements. Have each customer distribute a specified number of votes among the requirements. The allowed number of votes is 1/3 of the total requirements (e.g., 30 requirements, 10 votes). Ask customers to assign one vote to each of requirements they consider most important. Pro's Quick to complete For long lists of requirements, works better than Priority Ranking technique Introduces some relative rating Con's Not a rigorous forced comparison  Linear Rating Scale List the requirements and adjacent to each item place an importance scale of "1 to 5" or "1 to 10". Be sure to provide a definition of what each importance rating value means, for example: 5 = won't buy without 4 = might not buy without 3 = not critical, but might spend more for 2 = nice, but would not spend more for 1 = no value to me  Ask each customer to rate the importance of each requirement using the rating definitions. Compute average rating and perhaps standard deviation for each requirement.  A "1 to 10" scale can sometimes be better than a "1 to 5" scale since it provides more room for differentiation and, therefore, can reduce bunching of responses (e.g., many requirements get 4's on a 5 point scale). In some cases, customers can not discriminate with high resolution and a 10 point scale may be overkill. Pro's Quick to complete Con's Even using a 10 point scale, there is not always a wide spread of importance ratings. Rates requirements independent of each other rather than relative to each other "Central tendency" may creep in when there are many requirements to rate (e.g., over 20 items) and customers just starting putting down middle-of-the-road ratings  Constant Sum Scale Use an Affinity Diagram to structure customer needs into high level, second level and, if needed, third level requirements. Ask each customer to allocate 100 points among the high level requirements (i.e., "life", "performance", "handles hazards", etc.). Next, have the customer allocate 100 points among the second level customer requirements related to each high level customer requirement. Compute weighted importance of each second level requirement by multiplying its rating times the rating of its related high level requirement. Normalize the ratings to 100. Pro's Forces some relative rating but not as much as Anchored Scale method Con's Since some items may be assigned no points, you can get a very wide variance in response ratings.  $100/$1000 Distribution Ask customers to allocate $100 among the requirements to show what value they hold for each requirement (i.e., its importance when buying). Next have customers allocate $1000 to reward suppliers who have done well in meeting any of the customer requirements. Pro's Forces some relative rating Shows how customers make buying choices Show how well suppliers are meeting customer requirements Con's No forced comparisons  Anchored Rating Scale Again using an Affinity Diagram, organize the customer requirements into high and secondary levels. Present the customer with the high level customer requirements. Have the customer pick the requirement that is most important and assign that a "10" rating. Then ask the customer to assign up to 10 points each to the remaining customer requirements using the item that was given a "10" as a comparison anchor. For example, relative to "Performance" which got the 10, the customer may assign a "7" rating to "Life". Then have the customer pick the most important second level customer requirement in each category and assign that a "10" rating. For example, under the primary category of "Performance", the secondary level requirement, "Cuts Smooth", may be considered the most important by the customer and he/she assigns that a "10" rating. Then, ask the customer to assign 1 to 10 points to the remaining secondary level customer requirements relative to "Cuts Smooth" which received a "10" rating (e.g., "Cuts Straight" might get a "7" rating, etc.). The overall rating of each secondary level requirement can be computed by multiplying its importance rating times the rating given its related high level customer requirement. For example, if "Cuts Straight" got a "7" rating and the category "Performance" got a "9" rating, the weighted rating for "Cuts Straight" would be 7 x 9 = 63. Then, to convert the rating to a 1 to 5 rating value, divide each rating by 20 and round off (i.e., 63/20 = 3.15. Round off to a "3" rating). Pro's Forces some tradeoffs but is not as complicated as conjoint analysis. The best balance between linear rating scales or constant sum scale and conjoint analysis. Con's Not as rigorous as conjoint analysis (e.g., does not force tradeoffs between customer requirements at 2-3 levels of intensity)  VocalystTM This is a specific Anchored Rating Scale methodology developed by Applied Marketing Science, Inc. Each requirement is put on a card (each card has a unique number). Ask each customer to place the requirements that are related to each other in separate stacks. Then, the card most representative of each stack is put on top. Each customer then assigns 100 points to the most important stack and each other stack is scored relative to that stack. Ranking within each stack is then done. Importance ratings of each customer requirement are computed by multiplying the overall stack importance times the importance of the card in the stack. Additional Pro's People like the physical cards to work with The Vocalyst statistical process is quite rigorous for initially determining the customer requirements and then establishing priorities  Kano Survey Professor Kano, a Japanese professor, developed the concept that, when met, requirements have different impact. Some requirements are "expecteds" and only cause dissatisfaction if not met. Others are linear "satisfiers" - the more provided, the more satisfied customers are. Others are "exciters" - they excite customers because they weren't expected. A customer survey designed in a Kano format simply asks each question in two ways. One question says, "If this requirement was met what would your reaction be?". The second question says, "If this requirement was not met, what would your reaction be?" The same response choices are provided for both questions. I like it that way It must be that way I am neutral I can live with it that way I dislike it that way  By evaluating the survey data, a quantitative indication of importance of each requirement is calculated. In the calculations, "exciters" have much more weight than "expecteds" or "linear satisfiers" and "linear satisfiers" have more weight than "expecteds". Spread sheet software makes this process more straight forward. Pro's Provides very discerning importance values Surfaces "exciters" which offer competitive advantages if met Identifies leverage from "satisfiers" Identifies "expecteds" that should not be overlooked in the design Automatically, importance ratings are expressed as a % or fraction and all total to 100% or 1.0 Con's A little tedious to complete because the questions are asked twice Fairly complicated to analyze survey results  Analytical Hierarchy Process (AHP) AHP asks people to make choices between pairs of customer requirements and select whether one requirement is equal, 1/2 or 1/4 as important as the other. The number of judgments a rater must make is n(n-1)/2, so if there were 10 requirements there would be 45 total judgments. With 20 requirements, there would be 190 judgments. Expert Choice, Pittsburgh, PA, provides software that can make the AHP process somewhat more practical to implement. Pro's Forces many specific judgments between customer requirements. Requirements are rated relative to each other Automatically, importance ratings are expressed as a % or fraction and all total to 100% or 1.0 Software checks for consistency in response ratings Provides quite discerning importance values Con's Software costs about $500 Takes time to learn the software AHP can be a little tricky to design If not careful, it asks respondees to differentiate beyond their level of patience.  Conjoint Analysis Conjoint analysis (also called Multi-attribute Utility Analysis) is used to determine what combination of customer requirements (product and service attributes) has the most appeal to targeted customers and when price is included, what combination of attributes and price will provide the company with the best market share and profitability. In essence, it helps compute a utility curve for each customer requirement. A utility curve shows what amount of each customer requirement must be provided to satisfy customers and it also can show when providing more is not better. Therefore, the utility curve provides valuable insight into the return-on-investment for each design improvement effort. Often in Conjoint Analysis, each requirement is presented to the customers at two, three or four intensity levels. For example, if "Durability" was a high level customer requirement, it could be presented to the customer at two levels - "High Durability" and "Low Durability". Customers are presented requirements cards showing different combinations of customer requirements and levels. For example, three attributes at three levels would require 27 cards. Customers are asked to stack the cards in order of priority, best on top. Alternatively, customers could be asked to write rating values on each card (e.g., from 1 to 100 points). This method would likely avoid ties between cards. The ranking or rating results can then be used to calculate and plot the utility value of each combination of attributes. For example, the highest ranked card gets a utility value of 1 and the lowest 0. Cards in between have utility values based on where their ranking falls between the 1 an 0 cards. The first pass of conjoint analysis is usually at the high level requirements. Then, it is done at a more detailed customer requirements level for specific requirements of high interest. Various schemes are used to keep things manageable when working through this process. To make conjoint analysis more practical from the very beginning, the number of customer requirements should be constrained using various approaches. Focus groups can be used to eliminate requirements that are low importance. Then, the conjoint analysis is done on the remaining customer requirements. Also, requirements could be eliminated that are expected (e.g., won't break, long life or low price) and importance ratings on use-related requirements only are asked for. However, bear in mind that conjoint analysis can be used to determine how much more customers are willing to pay for long life. Pro's Forces many specific tradeoffs not only between requirements but at different levels of intensity for each item Puts the customer in the framework of the actual buying decision Helps position the product offering in the market place by identifying the right combination and level of product attributes that will sell best at specified prices Con's Can practically handle only a limited number of customer requirements (e.g., 6 attributes at 3 levels would require 54 cards) Can be a quite tricky to design If not careful, it asks respondees to differentiate beyond their level of patience  Summary As you can see, there are many methods that can be used to determine customer requirement priorities. Each offers a tradeoff in ease of use versus information value. Below is a short hand description of the procedure used in each method and the deliverables the method provides.  Method Procedure Deliverable Priority Ranking Rank from highest to lowest Rank order importance Multi-voting Distribute votes, = 1/3 # of items Number of votes per item Linear Rating Scale 1 to 5 or 1 to 10 rating scale 1-5 or 1-10 item rating Constant Sum Divvy up 100 points Number of points per item Anchored Scale Biggest need gets 10, rate 1-10 item rating $100/$1000 other items relative to that Distribute $100 among Indicators of how customers Distribution requirements and $1000 among suppliers as rewards make buying choices and what suppliers do best Kano Survey Asks same question twice, "If had...", "If didn't have..." Satisfiers, exciters, expecteds AHP Forced pair ratings % importance for each item Conjoint Analysis Forced ratings of combinations, Different intensity levels Best combination of require- ments, at what levels Which method is selected is dependent on the customer research time and resources available for the development project and how patient your customers are. Admittedly, project teams are often in a bind where they have highly compressed schedules. Doing more and better customer research often has to be approached incrementally. Each successive project team can do customer research a little better than the last one. With time the "Customer Research" line item in project budgets will increase as the company learns that understanding customer priorities better than the competition is truly in itself a competitive advantage. The important thing is to let the customers tell or show what their requirements and priorities are. In this way your teams will have a solid foundation for customer focused product definitions and product concepts. Your rewards will be bigger product hits in the marketplace and, consequently, increased profitability and market share.  About the Author Neil Love is a Partner at LBL Consulting, Inc. in San Jose, CA, and has led several best practices studies in integrated product development and quality management for leading firms. He is a Director of the Silicon Valley Chapter of the Society of Concurrent Engineering, a national committee member of the Product Development and Management Association, a State of California Quality Award Examiner and a Certified Management Consultant (CMC). He can be reached at - 408-923-9292 or neil@lblconsulting.com or via web site: http://www.lblconsulting.com Return © 1996 LBL Consulting, Inc");s1[50]=new Array("papers/blg-measure/measure_moves.htm","Measurement Moves From Back To Front","","Measurement Moves From Back To Front Bradford L. Goldense CMfgE, CPIM, CCP Goldense Group, Inc., Cambridge, Massachusetts In pre-improved industry environments, metrics measure results. In post-improved industry environments, metrics measure the process that precedes the results. The evolution of metrics proceeds through three distinct stages, the "Reactive Stage," "Predictive Stage," and "Proactive Stage." In the pre-improvement state, the Reactive Stage, professionals do not understand the nature of their activities at a granular and refined level. It is necessary to create "process monitoring metrics" that provide information and measure results. Efforts at this stage do not translate well to recognizable bottom-line financial performance. This is "search and find opportunities." This stage is shortest, typically a few years. In the mid-improvement state, the Predictive Stage, professionals have refined-away the myriad of possible things to measure and have honed in on -some initial "high correlation with success metrics." These "process control metrics" provide information about key parameters and focus on measuring results. Efforts at this stage result in identifying the big hunks of improvement and translate quite well to the bottom-line. This is the "initial improvements phase." The double-digit improvement low-hanging fruit resulting in the "80-20 rule" is identified and harvested. This stage can last for some time, on the order of four to eight years. In the post-improvement state, the Proactive Stage, professionals well understand the driving factors that lead to successful results. These "statistical process control metrics" focus on key parameters. Results are absolutely still captured, but the measurement focus is now centered on the process. Results are controlled in advance. Efforts at this stage result in getting the remaining benefits out of the initial areas plus moving on to the second-tier opportunities that are now of equal- importance to what is left to harvest in the initial areas. This is the "final improvements phase." The challenge here is that the number of focus areas multiplies, after the organization has now become trained to focus on a few large opportunity areas. This stage can also last four years and beyond. Often it is superseded by another transformational wave of change, such as the mass use of the computer. Often improvement initiatives lose focus. Organization energy to tackle double-digit financial opportunities is much greater than for small single-digit opportunities. Only best-in-class companies seem to have the structure and commitment to focus resources consistently over time on numerous targeted cost reduction and productivity programs that will collectively yield double-digit results. Some would argue that the final phase would be "continuous improvement." The author is concerned with that approach as a phase. It is a philosophy that should have underlaid the entire productivity revolution from process monitoring, to process control, to statistical process control over the ten to twenty year harvesting time frame. In industry, an associated change also occurs in the responsibility for metrics and in the level in the organization for performing the measurements including managing their changing nature. Management typically directs strategic improvement and sets target measures. As improvements accrue, responsibility moves throughout the organization. About the Authors: Bradford L. Goldense is Founder and President of Goldense Group, Inc. (GGI), a 12-year old Cambridge, MA, consulting and education firm concentrating in advanced business and technology management practices for line management functions. Brad is a faculty member at the University of Dayton and Tufts University and an internationally recognized speaker and author on rapid product development. Brad is President of the Boston Chapter of SOCE. Return  ");s1[51]=new Array("papers/edmar-practitioners/practitioners.htm","Practitioners Share CE Benefits and Success Strategies","","Practitioners Share CE Benefits and Success Strategies CE techniques that worked and resulting benefits in small and large companies and a variety of industries - EDMAR reader study Reprinted with permission from May 1997 Engineering Department Management & Administration Report (EDMAR), Copyright 1997 Institute of Management & Administration, Inc., 29 West 35th Street, New York, NY 10001 Concurrent engineering continues to be a preferred best practice among engineering managers who are working to improve their new product design and development process. According to a recent EDMAR reader study, 28.5% of the respondents indicate that they have implemented concurrent engineering concepts during the past 12 months. Far more interesting, however, are the demographics of the survey. It finds that engineering leaders in both smaller organizations (less than 500 employees) and larger entities are applying this practice in almost equal proportions. This is identical to the result found in last year's EDMAR study. Many readers have taken time when responding to elaborate in some detail about their experiences with concurrent engineering. We share the lessons they've learned, and the results that have been achieved. Design project time has been reduced by up to 30% since concurrent engineering adopted. "Concurrent engineering has enabled us to do more in less time with limited resources," proclaims a product engineering manager at a midsize producer of air distribution equipment. "Before adapting concurrent engineering principles to our specific situation, we conducted a through review of department practices to eliminate activities that don't add value." Based on this review, the company decided to move ahead with concurrent engineering practices based on project teams and supported by new and/or upgraded engineering software. "This combination has significantly reduced the time it now takes our product development teams to complete projects," he reports. Individual project cycle times have been reduced a minimum of 10%, with the largest to date experiencing a 30% savings. Cross-functional team efforts slash product redesign by more than one-half. "We implemented concurrent engineering processes for a new product we wanted to develop and had a truly cross-functional team from engineering, manufacturing engineering, purchasing, and production," details the engineering manager at a small facility manufacturing ground support systems for the airline industry. "The specific project was very successful and went through the manufacturing process very well," he declares. One major benefit reported by the manager was in slicing redesign by 60%. Impact of concurrent engineering efforts continues to pay dividends, almost a year later. The engineering director at a small facility producing industrial motor controls shares, "Our last major product release eight months ago was designed by using concurrent engineering principles, and has resulted in significantly lower manufacturing and field failures. This has allowed our engineering staff to focus more energy on developing newer designs, rather than correcting existing faults," the director explains. Before implementing concurrent engineering, "steps" had to be taken to ensure it happened. Everything doesn't always go smoothly when introducing concurrent engineering into an organization, several readers note. One engineering manager at a midsize producer of fuel systems put it plainly: "It took aggressive action to ensure that concurrent engineering would happen in a non-adversarial form." The plan, he explained, called for the creation of teams and teamwork, which many engineers and others in non-engineering activities opposed. "This required more coaching on our part to raise morale and get participants to have some feeling of ownership in the project," he acknowledged. "Previously, we simply moved the project to the engineer with the most skill for that phase." Concurrent engineering is now "always a part of new product release, and it's working well," the engineering manager shared. Too many changes, too many cost overruns leads one director to consider concurrent engineering. "We're in a market-driven industry," a director of engineering based in Pennsylvania replied, "yet we were suffering from too many changes in the middle of the program because we just weren't devoting enough time to feasibility studies and other analyses in the front end of the project." Once the company adopted concurrent engineering, the number of changes fell and the resultant cost overruns also "withered." Once manufacturing became involved, the complaints faded. A small producer of refrigeration compressors sought to link design engineering, quality control and manufacturing engineering into a concurrent engineering team. "Organizing three separate functions into a team to work together was one of my biggest challenges," admits the organization's engineering manager. "It took a combination of cajoling and threats, but we finally got the manufacturing people heavily involved in the design phase," the manager reports. "Now we co-locate our concurrent engineering teams as we find that they perform best away from their individual work areas," the engineering manager comments. "Since then, manufacturing's complaints have subsided, and the product is easier to put into production." Balancing concurrent engineering's learning curve while trying to maintain productivity. `My engineers are just getting comfortable with the software, and we're beginning to realize the potential of concurrent engineering," explains the engineering vice president at a midsize producer of transportation equipment. "The learning curve involved in trying to introduce concurrent engineering practice while also attempting to maintain productivity was originally a challenge," he acknowledged. His solution: "I decided to implement concurrent engineering in small, manageable bites. We also made a not-too-insignificant investment in new hardware and CAD software to help this process along." DFM/A techniques foster concurrent engineering efforts. "We adopted a design for manufacturing/assembly strategy for our concurrent engineering process," explains an electrical engineering manager at a facility producing aircraft components. "We now have thorough design reviews and manufacturing involvement at the design concept and definition stages," he says. "Since starting this strategy, we have noticed a reduction in the number of requested engineering changes and ECNs on production drawings." Summing up - CE in Practice For faster product development, fewer changes: Co-locate key functional disciplines Organize cross-functional teams Use CAD software Conduct thorough design reviews at design concept and definition stages Involve key disciplines, especially manufacturing, early in development Prepare properly for CE implementation Allow for a CE learning curve Implement CE in small, manageable bites Return");s1[52]=new Array("papers/gglmetrics/GGImetrics.htm","Product Development Measures","","MANUFACTURING'S NEXT FRONTIERS The decade of the 1980s yielded many improvement initiatives that were focused on the manufacturing and materials management functions. Some initiatives were largely focused on improving management processes and empowering employees. JIT, Kanban, and Quality Circles are examples of "process-focused" initiatives. Other initiatives were primarily focused on technologies that supported or automated business or manufacturing processes. MRP, Bar Coding, CIM, and SPC are examples of "technology-focused" initiatives popular in the 1980s. Numerous manufacturers experienced significant measurable benefits from implementing these techniques. Cycle times in manufacturing were drastically reduced, inventories were managed-down to record low levels, and product quality was clearly improved in many segments of industry. Towards the end of the decade it was clear that a good deal of the "bang for the buck" was already "in pocket." Some of the most positive indicators of improvement have been some of the most painful to appreciate. Highly trained manufacturing and materials managers and technicians are now on the street looking for jobs. Mergers, acquisitions, and bankruptcies of companies that supplied technologies to these areas are an everyday occurrence. Well known companies like Prime Computer, Cullinet, Computer Partners, Automatix, and a host of others bit the dust or experienced significant corporate restructuring or downsizing. The "Big 8 Accounting" firms became the "Big 6" and the names of many of the internal consulting practices in these firms were changed. In many of these service firms, "system development" business services were re-focused to become "system integration" services. In almost every segment of industries that dealt with the manufacturing sector, significant changes were evident. Most experts now agree that the vast majority of improvement opportunities that are "controllable and implementable" from within the manufacturing and materials functions have been achieved or are in process at this time. The exact figures being offered range from 60% to 90% penetration. The major opportunities for future improvements in operations functions originate in functions that are not controllable by manufacturing. Again, macro industry trends are reflecting this reality. Usher in Business Process Reengineering, TQM, and Self-Empowered Teams for management process improvements. Usher in Cross-Functional Systems and Product Data Management as examples of next-step technologies. Usher in Concurrent Engineering and Design For Manufacturing as examples of improvement initiatives that span both the process and technology environments.  A LESSON LEARNED? One of the major problems with initiatives in the 1980s, which in the author's opinion is on the verge of being repeated in the 1990s, is that the scope and duration of the attempted improvements is too big. Grand visions of "complete overhauls" that will pay benefits still abound. GM's project Saturn is a great example. Huge sums of money and resources were invested to create a completely automated automobile production facility. The knowledge and goodwill that is resulting from this program is benefiting many companies including GM, but it will be many years still before the investment pays for itself. TQM is another fine example. TQM is still in its first decade as a prominent management goal and already public literature is questioning its effectiveness. The scope of TQM is not bounded. It includes every structure, process, technology, and communication within an organization. Further, this scope extends to all customers and suppliers. Managing a "TQM Program" is a multi-year undertaking which addresses every aspect of company operations. Simply said, TQM is impossible to define and then manage. It has no bounds. Third, and the final example, is Business Process Reengineering-BPR. BPR is the hottest topic in corporate America in the early 1990s. Like TQM, the goal of BPR is admirable and tangible at a conceptual level. Like TQM, BPR also has no limitations on its scope. The author's prediction is that BPR and TQM will end up in the same category once the approaches are tested over time. The post-mortem will read something like this. "We learned and we improved, but we spent huge sums of money and resources over a multi-year period that would have had much more impact if they had been more focused. In hind sight, we would limit and change our approach."  FOCUSED REENGINEERING One of the primary arguments for "total reengineering" and TQM is that it is impossible to optimize the whole by optimizing the parts. From one view, this logic is quite sound and fundamental. From another view, it falls apart. If the scope of a project is so large that the risk measurably increases and the potential benefits are pushed into the distant future, then "where's the beef." The Saturn project, as contrasted with the manufacturing industry in general, provides a reasonable illustration of this viewpoint. Manufacturing professionals spent a good part of the 1980s "linking islands of automation." First the work centers were optimized, then they were linked together. Changes to localized improvements had to be undone to optimize the flow of the whole operation, but benefits were being realized one cell at a time. In contrast, GM had to wait many years for an entirely new "reengineered factory" to be built. The scope of the project was barely manageable and there were delays. The investment period was so extensive that it will take many years to recover it. Companies should learn from their experiences. The author has a saying that summarizes these lessons learned. "Anything that is everything has a high probability of being nothing at all, or at the very least being disappointing." The goals of BPR and TQM are noble and tangible at a conceptual level, and are virtually not implementable. Improvement initiatives and projects should not be undertaken if the scope exceeds some of the practical realities that exist in the business world. Goals are not clearly definable and finite Number of dependencies indeterminable Market change cycle shorter than program Program time exceeds employee durations CEO uninvolved in unbounded projects While the "islands of automation" approach was not completely efficient, it was at least definable and manageable. And, it yielded benefits in a phased manner.  PRODUCT/PROCESS REENGINEERING Why prioritize new product development among all other opportunities that a company has to improve itself. Some folks will argue the old saying, but most will agree that "no products, no sales, no profits, no company." New product development is the first and foremost issue for companies that design and produce products. All other business activities, opportunities, issues, and problems result from having products to sell. By definition, healthy companies have a vibrant and consistent new product development engine. This requirement will become amplified in this era of global competition. As product cycles continually decline and global competition provides an ever increasing number of alternatives and choices, the companies that can keep turning out new products that consistently meet customer needs will stay near the top. Most companies hope that some 60% to 80% of sales revenues and profits result from products that were developed within the past 3-5 years, and few achieve it. It is also essential to remember, in competitive markets, that new products typically have the highest profit margins attached to them. The profits from being first to market are greatest. The profits decrease as competitors enter and price wars begin.  CONCURRENT ENGINEERING Concurrent Engineering, or Concurrent Product Development-CPD, is an improvement initiative that is focused on reengineering the product development function for speed, efficiency, and quality. From an organization-wide viewpoint, CPD is an "island of change." From a management standpoint, CPD is definable. The goals are quite clear. Raise sales and profits from new products Reduce new product time-to-market Reduce human and capital costs Maintain or increase product quality Leverage knowledge and experience From a scope perspective, the implementation of CPD programs is finite and manageable. Implement process changes within 1-2 years Involve people with stakes in new products Focus on business process improvements If these three basic tenets of project scope are followed, concurrent product development efforts will yield the expected benefits within the planned time period. Many companies focus on technology-based solutions to problems. Almost by definition, the development, implementation, and training cycles for technology-based solutions will exceed 2 years.  WHERE IS THE RUB? Most management teams have little disagreement about the importance of new products. The majority of disagreements lie in the differing views about the current strengths and weaknesses of the company new product development engine, and who should be responsible for directing and implementing improvements. Most management teams, while taking responsibility for overall improvement initiatives such as CPD, rely on the folks that work for them to perform the specific analyses and make the recommendations. In selected instances, management goes outside the company to consultants and service firms to assist in the analysis and recommendation process. This is where the rub begins. Senior management became senior management because they were the leaders in implementing the "changes of their time." Current company operating philosophies, principles, practices, and procedures were defined and improved by them. Their collective success propelled them into executive roles. They became the leaders because their methods and results were better than that of their predecessors. This may rub a few readers the wrong way, but if you subscribe to the theory that the "best get to the top," then the logic is sound. Now these senior managers are in the same position as their predecessors. Times have changed again and new thinking is required. Like their senior forefathers, the change initiatives are blessed from the top but executed from lower levels. The current executive team will be no less resistant to change, than their predecessors were.  BASELINING PERFORMANCE To get off to a positive start in reengineering initiatives such as CPD and Design For Manufacturing it is essential that opinions and politics be reduced to the smallest level possible during the initial stages of an improvement program. Employees only have limited goodwill in conceptual discussions and arguments with members of a management team. This is especially true if the members of the management team were instrumental in designing and implementing the processes that are the subject of the change initiative. Anyone who has ever attempted to lead or participate in a major change initiative knows that if there is not agreement at the beginning of what is to be done, then there will be difficulty and lack of buy-in for the rest of the project. Now we come full circle to the discussion earlier in this article regarding unbounded improvement programs. If a project cannot be defined and agreed to, it cannot be achieved in a planned time frame. The most effective way to gain consensus across all levels of the organization is to base analysis and recommendations on facts. A famous executive once said that "God is entitled to opinion, all others must bring facts and data." This is a guideline to use for any major change initiative, including Concurrent Product Development.  AGREEING ON NEEDS Before beginning the planning and implementation activities associated with concurrent engineering, the current "performance baseline" must be established. The baseline is a set of metrics, measures, and statistics that define the current performance of the product development function and capabilities. The specific baseline metrics that are chosen should not only be meaningful to measuring today's environment, but should be applicable to measuring progress in an ongoing manner. The specific measures should be factual in nature, and quantitative whenever possible. The number of different measures should be limited to a practical number. This may range from 10 in some companies, to over 50 in other companies. A recommended number is some where in the middle, say around 25. The measures should be relatively easy to calculate and to remember. Measures should be taken several ways. First, measures at a macro-level should measure the overall capability and throughput of the product development function at an aggregate level. Second, measures should quantify approaches and limitations to defining plans for starting-up new product development efforts. Third, measures should exist to document the "contract" between management and the self-directed concurrent development teams regarding project goals and expectations. Fourth, provisions should be made for measuring the progress of projects-in-process. Finally, measures should exist for measuring progress in the accelerated development environment of the future. In this last case, it many not be possible to apply these metrics to the current environment. The specific elements to be measured in future environments may not be tracked and/or recorded in traditional management and scheduling approaches. In summary, there are five different categories of metrics necessary for rapid development environments. All categories, except Project Contract metrics, are worthwhile to apply during baselining and need assessment activities. Organization-Wide Project Planning & Start-Up Team Contract Projects In-Process Accelerated Metrics Numerous metrics exist that facilitate and promote rapid development processes for each of these areas. This article will limit discussion to approximately two metrics for each of these five areas. Where appropriate, case studies and industry surveys will be included to illustrate the use of the baseline metric in practice. It is also important to note that the metrics discussed in this article are focused on the effectiveness and efficiency of "new product development processes," as opposed to a whole set of metrics that exist to measure "new product development technologies."  I. ORGANIZATION-WIDE The product development function in a company is much larger than the Engineering department. The Marketing function must provide overall direction, and at the very least a skeleton definition of each and every product prior to its development. The Engineering function has the responsibility for designing and developing. The Manufacturing function must make the product producible with consistency. The Field Service function must be able to maintain and upgrade the product over time and resolve customer issues. The product development function is actually composed of portions of several different business functions. Staffing Ratios In manufacturing operations, capacity is measured either by machine capacity or by human capacity. In product development, capacity is measured solely by human capacities. As such, bottlenecks in product development largely occur because functions such as Marketing, Engineering, and Manufacturing do not have the right amount of resources dedicated to new product development at the right times in the process. In order to assure that a given company has minimized the chance of new product bottlenecks, the different resource requirements for the functions involved in new product development must be initially estimated and then actively managed in the future. An effective tool for accomplishing this task is named "Staffing Ratios." The ratio approach is important because it provides for scalability as an organization grows or shrinks over time. If a company fundamentally changes its product line, then the staffing ratios between each of the functions may change. For the most part however, once the baseline measure is established it is good for several years to come. By definition, the Engineering department in a company has the primary responsibility for developing new products. The responsibility is certainly shared by other functions, but in reality only a subset of the personnel in other functions are actively involved in the process. The Staffing Ratios metric is always calculated by measuring the ratio of engineers to the "number of full-time equivalent or dedicated product development staff" in each of the other functions to the number of full-time engineering staff [Figure 1]. In mixed hardware-software development environments, resources that are specific to either hardware or software must be further broken out for a sound analysis. Figure 1A STAFFING RATIOS - METRIC Ratios are typically calculated for key new product development functions such as Marketing, Manufacturing Engineering, Production, Purchasing, Quality, and Field Service. Ratios in mixed environments necessitate the delineation of several "sub-functions." For example it is necessary to isolate Hardware Quality Assurance from Software Quality Assurance. Once a company determines its own ideal set of Staffing Ratios, it is now in a position to minimize the number of new product development bottlenecks. Several surveys are now available to assist companies in defining appropriate ratios. Highlights from one survey are included in this article [Figure 1B]. There are several important things to keep in mind when using these surveys. First, what counts is "best-in-class" ratios and not "industry averages" when baselining a company. Comparing to averages has value, but new development process designs should be based on best-in-class. Second, specific competitive advantages or disadvantages that a company has must be incorporated into the thinking process. Functions with lower relative skill levels will require relatively more folks to accomplish the same results. Also, "monkey see-monkey do," is sometimes dangerous and will not result in the best answer for all companies. Use staffing ratio survey information as a guideline, and then apply the best judgment for a given situation in your own company. Figure 1B STAFFING RATIOS - SURVEY For example, a baseline analysis that was conducted with a Fortune 1000 manufacturer of automated test equipment resulted in identifying the existing/current ratios for three of their functions involved in new product development [Figure 1C]. In this particular case, the closest survey information available was the "Instrumentation" category. Instrumentation covered several different types of instrument manufacturers, including automated test equipment. Assuming for the moment that industry averages are valid measures, the study indicated that they needed a few more Marketing professionals dedicated to new product development. Their ratio was 10 Engineers for every 1 Marketing professional. The industry average was 7.5:1. The comparison was even more pronounced for Manufacturing Engineering. Their ratio was 8.5:1. The industry average was 4.8:1. Approximately 40% more total resources were required for Manufacturing Engineering. They were unable to compare their Software ratios. The survey data did not capture the ratios between hardware engineers and software engineers. Figure 1C STAFFING RATIOS - CASE STUDY After examining the survey data, the manufacturer decided to try to get more specific information. This is typical for first-time users of the Staffing Ratios analysis approach. They contacted an ATE trade association that they belonged to and asked to receive summaries of the financial and staff information across all the members that belonged to the trade association. Each and every year, member companies submitted summaries of their financial statements and human resources. Armed both with the survey information, and with the trade association information, the ATE manufacturer then went about developing appropriate ratios for their company. Target Project Size Another organization-wide metric that is popular in many companies is Target Project Size [Figure 2]. Each and every company has unique capabilities and limitations in its ability to manage and execute projects to a plan. When a project is too large, the risk increases greatly and delays are certain. When a project is too small, the payback may not be worth the effort. It is highly useful to understand the project sizes and attributes that make projects in a company successful. Figure 2 TARGET PROJECT SIZE There may be several "development sweet spots" in any given organization. The sweet spots may be calculated using several different attributes on an X-Y axis framework. One of the popular approaches is to take a representative set of projects, typically 10-15 in number, from the past 5-10 years in a company. Plot "total project person-years" against the "time-to-market" for each of the projects. Categorize each of the projects in two ways. First, determine whether the project was successful or unsuccessful. Second, determine whether the project was an incremental or a next-generation development effort. Plot the data on an X-Y axis. For most companies, the different sweet spots become immediately apparent. When planned projects fall outside the known sweet spot ranges, examine the attributes of the project and make decisions to bring the projects back into the successful ranges. It is not possible, nor is it typically prudent, to have all projects within the sweet spots. On the other hand, if all projects fall outside the sweet spots the chance of success is reduced. Companies should strive for a portfolio of development projects that insure ongoing successes, balanced with a few high-risk high-return efforts.  II. PROJECT PLANNING & START-UP One of the basic principles of Concurrent Product Development is to achieve "early cross-functional involvement." Numerous studies have shown that the product design becomes largely fixed in the very early stages of a new product development effort. Once the design becomes fixed, the costs to change it increase dramatically. As well, the time necessary to redesign-it-right is disproportionately long to the amount of time that it would have taken to do it right in the first place. With each and every one of these instances, companies shoot themselves in the foot. The frustration of manufacturing and field service professionals continues to rise. The wall between engineering and these functions becomes ever more rigid and tall. After many years of experiences like this, both "upstream" and "downstream" organizations become "numb." The situation is accepted as the "way it is" and companies are forever relegated to sequential development techniques. In rough numbers, the design becomes 80-95% fixed once the first 10-20% of the development cost has been expended. In most traditional corporate development processes, only one or two people from the combined manufacturing engineering, production, purchasing, and field service functions have had any input to the design during this phase. In fact, in many companies, over 50% of the product development or R&D budget has been expended before there is any significant input from these "downstream" functions. The project is about 50% complete, and then full cross-functional involvement begins to occur. All engineering and manufacturing professionals are familiar with "The Wall." Concurrent Product Development processes are the way to bring it down. Concurrency Matrix The Concurrency Matrix is an baselining tool that is used to determine the degree of early cross-functional involvement in new product development projects. It is typically applied to a set of representative development projects to analyze the specific performance of each project, and to calculate the organization-wide profile and averages. In ongoing projects, it is applied during the planning phases to assist in determining staffing skill requirements and levels. At major development milestones it is used as a "check-up" tool [Figure 3]. The Concurrency Matrix must be constructed twice during the implementation of a CPD program. Initially, during the baselining phase, it must be constructed using the current company development procedure. Then, once the forward-looking concurrent development process has been defined, it must again be constructed to utilize the forward framework. During the baselining phase, the program managers who were or are responsible for the representative portfolio of projects must get together to agree on common terms for the matrix so an apples-to-apples condition will exist to determine the Concurrency Matrix baseline. The program managers must agree on two areas. First, the list of functions that are central to the development of new products in the company. Each of these functions becomes one row in the matrix. Second, they must agree on the major phases that currently exist in the company new product development process. Although most every manufacturer has a documented new product development process, there is typically a wide range of approaches in applying it. The program managers must come to agreement on the four to seven major phases that apply across each of their projects. These phases become the columns of the matrix. With this information in hand, the matrix is constructed. Figure 3A CONCURRENCY MATRIX During the course of constructing the matrix it is typically useful to define one to three activities that occur in each box of the matrix. Again, the program managers should do this together. This chart should be limited to a single piece of paper. There are literally thousands of activities that functions perform during each phase of development. The challenge here is for program managers to agree on one to three of them for every "function-phase" box in the Concurrency Matrix. This one-page Concurrency Matrix framework becomes the standard by which all representative projects are baselined. Each program manager now applies the tool to their projects. Once each project has completed this, the company average is calculated. The Concurrency Matrix results in a great deal of information about the new product process in a company. Three areas are discussed here. Project-Specific Staffing Performance Numerical Calculation of "% Concurrent" Systematic Organization Deficiencies In the example just shown, it is clear that the field service function came on board too late. Similarly, but to a lesser degree, the Hardware Engineering and Manufacturing Engineering functions were late to get involved. Also, both the Marketing and Software Engineering functions had several "let downs" during the course of their involvement. This information constitutes the "project specific staffing performance." If similar occurrences are observed across several projects, or the representative project portfolio as a whole, then it is possible to draw meaningful fact-based conclusions about "systematic organization deficiencies." Systematic deficiencies will be discussed in the context of a case study later on in this section. Using the Concurrency Matrix it is also possible to determine a "numerical calculation of % concurrent." The example shown here indicates that this new product development team was 70% concurrent. The math is straightforward. There are 20 boxes in the matrix. Each box is worth 2 points by definition. When the activities of a box are completely performed in the specified time period, then 2 points are awarded and the box is fully blackened. If a portion of the activities are performed, and/or they are performed late, then either a half-box or a blank box is awarded. Half-boxes are worth 1 point, blank boxes are zero points. In all, this product development team accumulated 28 of a possible 40 points. Dividing 28 by 40 yields 70% concurrent. Finally, the ability of the Concurrency Matrix to identify "systematic organization deficiencies" is notable. One case study involved an instrument manufacturer that developed relatively complex instruments. A company elected to apply the matrix to 10 programs. Four of the ten Concurrency Matrices are shown here [Figure 3B]. Their results are similar to the other six projects. Projects 1 and 2 were already completed and in the marketplace for several years. Project 1 was a tremendous success. Project 2 was barely acceptable. Projects 3 and 4 were still in process. It was generally believed that project 3 would be a bomb and that Project 4 would be quite successful. The company went through the prescribed process of having the respective program managers determine the different business functions that were central to the development of new products. Next, they all agreed on six major phases that were common across their projects. A brief one-page framework was prepared. Each manager then rated their individual program results. The exercise was somewhat simplified. Only two choices were available when completing the matrix, "black equals performed as required" or "white equals improvement required." This simplification helps visually when comparing the boxes. As an aside, one company to date has programmed the Concurrency Matrix into a formal performance measurement system that identifies and quantifies systematic deficiencies through automated tools. In summary, Systems Engineering always had gaps in the early phases when their direction and input is absolutely essential to architecting and planning the project. The Marketing function was always late in getting on board. In several cases the project was half over before Marketing became seriously involved. Software and SQA had gaps on three of the four projects. Electrical Engineering had the best overall performance, followed by a rough tie between mechanical engineering and manufacturing. These facts were first discussed with the program managers and then with executive management. Figure 3B CONCURRENCY MATRIX - CASE The Concurrency Matrix baseline provided benefits immediately to the company. Even though the company had just begun to determine the overall CPD needs, and was still many months from implementing a program, it was possible to make immediate corrections based on these systematic deficiencies across current projects. The Marketing function, which was really a Sales-oriented function, was further refined to define a category of product planners that would be dedicated to assisting engineering and manufacturing from the early phases of product definition throughout development of the final project. The issue in Systems Engineering was that no one person really owned the function. An appropriate manager was assigned to define the requirements for a more formal Systems Engineering function. During the process, company management realized that this really was a core competency for complex instruments that they had completely overlooked in their company. The situation with Software and SQA was determined to be important, but unavoidable to date. The presence of software in their product had increased dramatically over the past few years. This was true of every company in their industry and in many other industries. The problem was probably not unique to them. Nevertheless, the company needed to come to grips with the problem and the Concurrency Matrix baseline provided the jump start. Improvements were initiated fairly quickly in all of these areas by executive management, and readily adopted by the program managers and program team members. The systematic and fact-based analytical approach which all the key players participated in created an environment for immediate consensus. Everyone felt great about taking some quick decisive actions so early in the project. There was little "wiggle room" for the power brokers and politicians. Everyone had to agree. The CPD program gained momentum from this point forward. Project Staffing Speed Development processes must be cross-functional and concurrent if downstream changes are to be kept to a minimum. All stakeholders must be able to contribute early to the definition of product requirements and to the product design. Typically, full staff ramp-up does not occur on new product development efforts until some time in the middle of a project. The middle is often operationalized as "design is almost complete and a prototype is now required." The middle is too late. Analogous to the Concurrency Matrix is the "Project Staffing Speed" tool [Figure 4A]. The purpose of this baselining tool is to focus attention on the rate at which projects are ramped-up. The Concurrency Matrix will assist in defining "what" resources and "when" resources are required. The Project Staffing Speed tool assists in defining "how many" resources. Figure 4A PROJECT STAFFING SPEED The philosophy behind this tool deals with the fact that any given project will require a determinable number of resources and time for each of those resources to perform their work. If the work is started in the future, then it will finish in the future. If the work is started now, it will finish sooner. The sooner the work is completed, the sooner the product gets to market. The fast project ramp-up approach will work every time if three things occur during the Feasibility Phase. First, the analysis and experimentation during the Feasibility phase must reduce the development risk to a finite amount, on the order of 15% to 20% schedule prediction accuracy. Second, the customer requirements must be fairly complete and documented. The risk cannot be lowered to those levels if this activity is not performed adequately. Third, a thorough planning exercise to estimate the project resources must be undertaken. The planning exercise must be based on a known physical and functional architecture of the product. Specifications need not be complete, but the architecture must be. Most all companies perform these three activities to some degree of completeness during Feasibility, but few companies carry them far enough to reduce the development risk. Too much work is left for the Development Phase. On the other hand, the project has been carefully estimated and a fixed amount of development funding has been approved for a "partially defined product and project." This simple flaw in development planning and estimating is causal to companies that consistently overrun development budgets and schedules by factors of two and three. A project that has not been defined cannot be accurately estimated. Even if these three activities have not been performed as prescribed above, earlier staff ramping techniques will produce faster time-to-market. Product development professionals assigned to projects in a rapid ramp-up scenario will force the definition and planning to occur more quickly. One Staff Ramping Speed case study illustrates the point [Figure 4B]. Figure 4B PROJECT STAFFING SPEED - CASE This case study was conducted with a manufacturer of complex instruments. The company had a traditional development process. The Feasibility Phase was fairly informal and little rigorous project planning occurred. Development program time and cost estimates were quite loose and management typically approved projects knowing that the program team would be back for more funding next year. This scenario is not atypical in industry. The actual Staff Ramping Speed results of four projects are illustrated. The complexity of each of these new products was different. Projects 1 and 2 were of similar complexity. Projects 3 and 4 were relatively more complex. The analysis clearly indicates that projects 1 and 4 ramped-up the fastest. It is also clear that the rapid staff ramp-up lead to a reduced time to market. If companies were to perform rigorous analyses during the Feasibility phase, they would be in a position to confidently ramp-up rapidly. New product development professionals would be gainfully employed as of development funding approval.  III. TEAM CONTRACT Of central importance in an ongoing CPD environment, but of relatively little importance during the needs assessment and baselining activities, are the "Team Contract" metrics. The scope of discussion in this third category of Team Contract metrics is appropriately limited. Team Contract metrics are the "heart" of accelerated development processes. They arise from the analysis and planning work performed by teams during the Feasibility Phase. These metrics are the central focus of discussions between executive management and autonomous empowered teams at the point that development funding is approved for projects. These metrics result from the team's own estimates of the resource and time requirements necessary to complete the project. These are the measures that the team is willing to live by during the development process, and be measured by upon conclusion of the project. In an accelerated environment, more time is spent up-front during the Feasibility Phase to plan the project more accurately and reduce the development risk. The operating assumption in a CPD environment is that the team has accurately estimated the project and that management should believe the estimates. During the development funding approval meeting some small amount of negotiation will occur, but unlike funding meetings in a pre-CPD environment the team is an equal participant with management. If the team is willing to commit to their estimates and live by them, than management can only undermine the team's buy-in by mandating different figures than the ones that the team spent many hours developing together. There must be a "trust" between management and the team regarding development estimates and time frames in accelerated environments. The team, in conjunction with management during the development funding meeting, commit to each other's specific goals. These goals typically include overall time-to-market, product cost, and market size estimates. A "representative team contract" may include several other goals as well [Figure 5]. Specific ranges are negotiated around each of the goals. As long as the team is operating within the ranges negotiated with management, they will be free to execute the project virtually independent from external interference. If the team stays on course, the only management reviews will be the ones that occur at the major phase transition points or milestones during the development process. If the team's actual performance goes outside the negotiated ranges, then management reserves the right to conduct a project review. The negotiated ranges will differ for each project. In some cases, time-to-market will be the critical factor for success. In other cases it may be the product cost and planned profit margin. The negotiated range around the most critical items will necessarily be smaller than less important goals. Figure 5 TEAM CONTRACT METRICS The example shown here indicates that product cost is of the utmost importance. The negotiated range that will trigger a management review is +5%. The development cost and time-to-market goals are relatively looser, in the 15% to 20% range. Similarly, if the market size shrinks by 20% a management review will be necessary.  IV. PROJECTS IN-PROCESS The representative baseline tools discussed in this section both focus on time-to-market. One tool analyzes development time in a static manner, the other in a dynamic manner. Static measurements have been maintained by companies for years. The key to the future is to reduce the granularity of the measures to one or two increased levels of refinement. Dynamic measures are rarely used by companies, although the technologies behind them are simple. The dynamic method discussed here is a take-off on simple regression. More advanced approaches utilize tools similar to those used by most Marketing functions to "predict the future." Exponential smoothing and other dynamic forecasting models are representative examples. Static Time-To-Market Static measures are fairly intuitive and obvious measures. Many companies have significant experience with this metric and it is important that they get more experienced in the future. Applying static measures in several ways to a representative portfolio of projects will yield new information in each different analysis. With a single set of static data, several measurements are possible. For example, it is possible to calculate overall schedule forecast accuracy, examine the variation in predicted and actual phase times across projects, and identify the places where the development processes typically breaks down all with the same set of data. First, the basic data for each program must be gathered and analyzed [Figure 6A]. In this example, "total" and "by phase" are measured. It is also useful to go to another level of detail and measure "time between milestones." Specialized measures such as "time to completed specifications" and "time to design freezing" are also quite useful, especially in an ongoing CPD environment. Figure 6A STATIC TIME-TO-MARKET - PROJECT This particular project missed the development schedule by 26%. The project took 55 months, but only 47 were planned. There was slippage during each phase of the project. Once the project specific metrics have been calculated, the next step is to normalize the projects so that the different sizes and durations of the project may be compared in a like manner. Normalization is typically done by turning time-based measures into percent-based measures [Figure 6B]. Figure 6B STATIC TIME-TO-MARKET - COMPANY For this particular company, the randomness of the figures was fairly representative of the randomness of the company development process as a whole. This single result further emphasized the need for stability and consistency in the product development process. Dynamic Time-To-Market Dynamic measures are useful both for tracking the progress of a development project, and for quantitatively calculating the completion date of a project. Most completion dates that companies rely on are calculated during the course of a project by the project team. Few checking mechanisms are in place to provide "second opinions" to the team's own estimates. Dynamic Time-To-Market is an extremely easy tool to use during baselining activities, and in ongoing project environments [Figure 7A]. Every time a schedule prediction is made by the team during the course of a project, the date is plotted on the graph against the date that the prediction was made. As time passes, and several predictions are plotted, it is possible to extrapolate the data to estimate a prediction date. The tool inherently incorporates the ongoing forecast error, whether it be positive or negative, into the extrapolation. Figure 7A DYNAMIC TIME-TO-MARKET In this example, project A is clearly on track. Regardless of the date of prediction, the predicted date remains the same. A project that is on schedule will always proceed directly horizontally towards the diagonal line. Project B, on the other hand, is off-track. Projects that are slipping will start trending upward and asymptotic to the diagonal line. The more the project is off-track, the more vertical the slope of the line becomes. If a project has a serious short term slip, the line will go vertical indicating an infinite completion date. In the rare event that a project is ahead of schedule, the trend line will move downward and to the right. The "second opinion" of time-to-market is calculated by extrapolating the actual project line to intersect the diagonal line. At the intersection, "drop a perpendicular" to the "predicted date" axis. This date will provide a sound "second opinion." An application of Dynamic Time-To-Market to four different projects provides some interesting results [Figure 7B]. First, the graphical presentation clearly indicates projects that are slipping. Whenever any given data point for a project appears "above" its predecessor data point, the project is slipping. Figure 7B DYNAMIC TIME-TO-MARKET - CASE Second, the most recent predicted launch date may or may not be an accurate prediction of the actual launch date. Current predictions become modified by past history in this tool. For example, look at the third data point for project "2". In the middle of 1985 project was predicted to complete approximately one-year later in the middle of 1986. Using extrapolation based only the first three data points, the project would be forecasted sometime during the middle of 1987. This is one whole year longer than the team's prediction at the time. In the final analysis, the project completed in the latter part of 1988. The application of the Dynamic Time-To-Market tool yielded a more accurate forecast of completion than the current estimate of the team at the time. Next, examine project "3". Start the analysis with any data point associated with this project, except for the final data point which is "off the chart." Each and every time that the team estimated a predicted launch date, the next prediction indicated the prior prediction was off by at least one year. A rough estimate indicates that with a slip rate of a year per year that this project may possibly complete some time during the year 2900. Project "3" is clearly a problem project. Management should have begun asking tough questions when the second data point was plotted. Once the third data point had been plotted indicating the unacceptable and ongoing slip rate, company management should have become involved in redefining the project scope and goals. It is not always the team's problem that projects slip. In many cases the task handed to the team is too great, the resources given to the team may be too few, and numerous other reasons exist. Sometimes teams need help. Problem projects are quite easy to identify, with or without this analytical tool. Dynamic Time-To-Market at the very least provides framework for identifying problem projects and for getting a "second-opinion" on the most realistic prediction of actual development time and launch dates.  V. ACCELERATED METRICS Now move into the future. It is somewhere between the years 2000 and 2005, approximately ten years away. The entire reference plane for viewing product development has been redefined. Global competition is occurring from twice as many countries. It is virtually impossible to know where, when, and how companies will enter markets that your company competes in. Development cycles are now half of what they used to be. For a good many industries, the entire development cycle will be under one year, most likely on the order of 4-8 months. This is quite realistic. Many prominent industries have development cycles under one year in the early 1990s. CAE/CAD/CAM integrated system frameworks will exist that automatically make use of prior designs and maintain reusable parts and software libraries. In a matter of hours, initial prototypes will be able to be produced. The process of design and development will be redefined. In this redefined business environment, it will be necessary to make assessments of products and projects virtually days into their development cycle. What today is considered unmeasurable, will be totally measurable. Product development will undergo in the 1990s what manufacturing and materials functions experienced in the 1980s. The companies that see into the future now and begin to prepare for it will be the ones that are best positioned to succeed. Goldense Group, Inc. is among the first companies in the US to develop and apply advanced metrics frameworks for the future. Some of our forward-looking concepts, which are applicable in selected environments today, focus on measurements taken early-on in the "soft stages" of development projects. GGI refers to these metrics as Process-Oriented Concurrency Metrics or "POCMs," pronounced "poke-ems." The translation is literal and direct. Numerous simple measures will need to be made early-on in the development environments of the future [Figure 8A]. Management and teams will measure project progress at a much greater level of granularity and much more frequently than practices of today. POCMs may take a few moments to absorb. Their simplicity is disarming and few companies would consider measuring these items as primary measures in traditional environments. They even fly in the face of values that many managers hold as their "deemed rights" in the 1990s. This strained condition will exist for several years to come, until many companies have fully internalized the implications of accelerated development cycles and realized the full brunt of foreign competition. Figure 8A POCMs FRAMEWORK POCMs are proactive metrics. The information they yield allows for actions on projects-in-process today, not the next development cycle. Popular measures such as Engineering Change Orders are totally reactive. All learning is hindsight and only leveragable on future projects or redesigns. Rapid metrics consist largely of measures taken well before product design is complete and released to manufacturing. There are literally hundreds of measures that can be made in these early phases of development. The metrics with the most predictive capabilities for any given company should be chosen. POCMs should be focused two ways. First, there should be metrics that measure only the softest aspects of new product development process quality. Second, there should be metrics of the quality of the product being designed that are driven by the quality of the development process. This is why the term "process-oriented" is used. While both process and product measures are taken, the "driver" for the metric lies in the overall quality of the human activities during the development process [Figure 8B]. Early adopters of GGI's rapid metrics have found poke-ems serve to keep both teams and management honest during the "development contract." They are valid additional measures of project performance. For instance, a relevant POCM metric is "core-team turnover." Few will argue that turning-over key core team members does not affect the project duration and outcome. Typically, it is the management group that causes turn-over and resource-shifts that affect the project plan. Measurements in this area will help reduce the number of times that a team "thrashes" during the development project as critical resources are shifted to other projects and/or are yanked for short periods of time. Figure 8B POCMs EXAMPLES Conversely, "number of milestones completed on-time" and "number of design reviews completed on-time" are valid measures of team-controllable metrics. Keeping a simple count of "on-time hits and misses" of key project activities is a valid indicator of the future. Most every project team that is late on major and minor milestones still promises that they will hit the scheduled plan date. Then, some short period of time before the actual date, a meeting is called to announce a formal schedule slippage. On-time hits and misses on "sub-program-level milestones" are an effective honesty-keeping metric for teams. Numerous other examples exist. POCMs help to rev-up project speed by focusing collective team attention on some of the finer but significant aspects of the program plan. They are typically managed within the team, but are visible in management information systems.  SUMMARY Manufacturing's next frontiers lie in earlier involvement in product definition and development efforts. The 1980s resulted in achieving manufacturing improvements that were controllable from within the manufacturing function. To realize the next level of improvement, manufacturing must become an equal player in a totally cross-functional development environment. Some 80% of the product design become fixed when a very small percentage of the product development budget has been expended. Improvement opportunities lie in early involvement. Business improvement initiatives that define-in all business functions and processes in a company are highly risky. The biggest benefits are achieved at the conclusion of these major projects, if they conclude at all. Post-mortems on early TQM initiatives are already raising questions about real benefits. Organization-wide business process reengineering initiatives are similarly risky in nature. Concurrent Engineering is synonymous with reengineering the new product development function in a company. It is a high value reengineering initiative. The goals are clear. Raise sales and profits from new products Reduce new product time-to-market Reduce human and capital costs Maintain or increase product quality Leverage knowledge and experience The scope is finite. Implement process changes within 1-2 years Involve people with stakes in new products Focus on business process improvements Gaining consensus on the specific needs for a Concurrent Engineering program in a given company is best achieved through the use of a fact-based approach. A series of metrics and analytical tools should be applied to a representative portfolio of past and present development projects by knowledgeable and responsible people to determine and establish the current baseline of company new product development performance. These tools should then be applied in an ongoing manner on all future projects and the measurements should be recorded. There are 5 major areas where metrics should facilitate and promote a rapid product development environment. Of these five areas, four areas are directly relevant to establishing baseline performance and forging a consensus on the specific needs for concurrent engineering programs in a given company. Team Contract metrics apply specifically to ongoing concurrent engineering programs.  Organization-Wide Project Planning & Start-Up Team Contract Projects In-Process Accelerated Metrics Rapid Process-Oriented Concurrency Metrics - POCMs will be required for the accelerated development environments of the 21st century. *** *** *** *** *** *** *** *** *** This is a lecture that Mr. Goldense presented on December 3, 1993 at the DISTINGUISHED SPEAKER LECTURE SERIES held the Gordon Institute of Tufts University located in Medford, Massachusetts.  BIOGRAPHY OF BRADFORD L. GOLDENSE Brad Goldense is Founder and President of Goldense Group, Inc. [GGI], a ten-year old Cambridge, Massachusetts consulting and education firm concentrating in advanced business and technology management practices for line management functions. GGI is a virtual firm with a small number of staff and numerous alliances with other professional service firms. Mr. Goldense has consulted to over 50 of the Fortune 1000 and has worked on productivity improvement and automation projects in over 150 manufacturing locations. He has worked in North America, Europe, and the Middle East. Abbott Laboratories, Sikorsky Aircraft, Carrier Corporation, Molex, Monsanto, and Bose Corporation are representative among GGI's clients. Prior to founding GGI in 1985, Mr. Goldense worked for CSC/Index, the company that invented and initially developed the "reengineering" body of knowledge. He worked for Price Waterhouse's Manufacturing Consulting Practice. In the late 1970s, he worked for Texas Instruments as a Design Engineer and then Program Manager where he was responsible for managing complex engineering projects. Brad had turn-key responsibility for designing and starting-up two TI manufacturing plants. Mr. Goldense is a Member of the faculty at the University of Dayton in Dayton, OH and at the Gordon Institute of Tufts University in Medford, MA. Mr. Goldense holds a BS in Civil Engineering from Brown University and an MBA with a concentration in Cost Accounting from Cornell University. Brad is a Certified Manufacturing Engineer [CMfgE] by the SME, a Certified Computer Professional [CCP] by the ICCP, and is Certified in Production and Inventory Management [CPIM] by APICS. He is a member of the Board of Directors for Society of Concurrent Engineering [SOCE] and is the President of the Boston Chapter. He maintains memberships IEEE, ASEM, ASME, ACM, APICS, ASQC. Brad holds an elected position on the University Council of Cornell University and is outgoing Chairman of the Cornell Business School Alumni Association in Boston. Mr. Goldense is an member of the Society of Manufacturing Engineering's Computer and Automated Systems Association [CASA] National Technical Committee and Past-Chairman of the SME CASA Chapter located in Boston. Brad has authored numerous articles on competitive product development and manufacturing with known industry publications such as Design News, Machine Design, Purchasing, Manufacturing Breakthrough, World Class Design To Manufacture, and Industry. He is an internationally recognized expert on rapid product development.   © Copyright 1996 Goldense Group, Inc. All Rights Reserved Return  ");s1[53]=new Array("papers/wjp-selecting/mission_critical_suppliers.htm","Selecting Mission-Critical Suppliers for your CE Team","","Selecting Mission-Critical Suppliers for your CE Team by William J. Pardee Bill.Pardee@pardee-quality-methods.com www.pardee-quality-methods.com  Abstract An inappropriate or ineffective supplier of a critical system can cause enormous delays, increased cost, and lost market opportunities. This paper describes a Quality Function Deployment (QFD) based method to identify the desired benefits accurately and completely, screen a large field of candidates efficiently if necessary, and accurately determine the value of the remaining candidates. Example applications are mentioned. Introduction An unsuitable supplier can have terrible consequences for quality, cost or schedule, yet it is often difficult to anticipate all the ways in which a supplier can fail and to identify one who won't. More positively, a great supplier will solve problems you hadn't anticipated and enable you to exceed your own goals. This article describes a procedure based on Quality Function Deployment (QFD) that has been used to discover, screen, rank and select suppliers for a variety of critical roles. Its applications include selection of: a strategic partner to provide custom integrated circuits a supplier to implement a company wide laboratory information management system a supplier to design and build an entire assembly line a supplier to design and build a critical, long lead time station in a different assembly line a supplier for a component of a novel product that needed higher accuracy and more assurance of cleanliness than available from high volume producers and much higher volume and lower cost than precision producers provided. Each of these projects was initiated by an engineering manager to evaluate tradeoffs in an external procurement of a mission-critical system. Each time the manager sought a relationship in which the selected supplier would be a partner contributing ideas, not just following directions. The method focuses the selection team on what they need from the system, and evaluates the supplier only as the supplier's characteristics indicate the likely long term satisfaction with the system. It does so in two stages, a minimum (screening) level that quickly eliminates unacceptable suppliers and their systems, and a more detailed ranking level to evaluate tradeoffs among the acceptable suppliers. It need take no more calendar time than one engineer writing a specification, gathering data and writing a sole source justification, and it requires perhaps twice the man-hours. A team of six might work 1/3 time for six weeks instead of one engineer full time. The method's usefulness depends on the supplier's importance to your success more than on the system's cost. The underlying methodology, Quality Function Deployment1,2 (QFD), is a family of methods that link actions to goals in a series of numerical tables. The supplier selection procedure differs largely in task emphasis from the product development decisions to which QFD is more often applied3. It differs first in identifying goals, because almost everyone has blind spots in describing his own needs. We are often blind both to qualities that we expect unconsciously to be present and to those that we have never seen but which could help us. It's impossible to interview or observe oneself, so supplier selection QFD must use other methods to identify the requirements comprehensively. Second, the supplier selection team compares complete alternative solutions, while product development QFD can often succeed by creating just one good solution. Third, the supplier selection team often needs to reduce a long list of prospective suppliers to a small number that can be evaluated in detail. Product development has the analogous task of filtering alternative concepts, but it doesn't need information from each of 50 companies to do so. The last difference is that supplier selection evaluates both the supplier and the system supplied. The procedure has four kinds of tasks which are described in the following sections: Define business goals Identify the benefits desired from the system thoroughly, including performance standards and value. Define screening criteria to verify that a supplier meets minimum standards and ranking criteria to determine how much value a supplier provides above the minimum requirements. Evaluate candidates: Solicit responses to screening criteria, eliminate unacceptable prospects, then, obtain additional information from the surviving suppliers and complete the ranking criteria, and then negotiate. Manage the Procedure Management of the procedure is similar to management of any other project. It entails defining the problem explicitly, delegating responsibility, providing resources including training as needed, planning and reviewing. A few of these are slightly different or more important in supplier selection. Delegation is one of the most important decisions. A well-chosen team reduces blind spots through its diversity and promotes cross-functional acceptance of the eventual choice. The team can manage far more details carefully than any one person, and, with facilitation, it can reach a decision confidently in less time than any one of its members making an unfamiliar choice. It is seldom possible to include on the team everyone who might have insight. Diversity is valuable in reducing blind spots, however, and an engineering team may have blind spots involving business or manufacturing issues. Purchasing departments are often very helpful with the business issues, and in the examples above, the purchasing members seemed to see in this method a welcome opportunity to influence the specification earlier than usual. Two other management actions produce disproportionately better results and lower selection effort. These are the written definition in one or two sentences of the internal customer and his problem. For example, in selecting the critical assembly line station mentioned above, the process development engineers on the team initially thought of themselves as the customer. After discussion, they realized that their only goal was to ensure the stations effectiveness in manufacturing. The team, therefore, defined the manufacturing engineers, managers, operators, and safety, quality and regulatory personnel as the customers. That choice influenced subsequent technical decisions. The most useful problem definition statements describe the difference between the situation as it is seen now by the [internal] customer and as that customer would like it to be. That customer gets better solutions by stating the problem not as: "Buy a robot welder," which is not a problem but a solution to a problem that might be, "We have insufficient skilled welders to achieve our production goals." Notice that buying a robot welder is not the only solution that could be imagined to this problem, which is a good indication that this is a problem statement. Identify Desired Benefits A supplier benefit 4 is more than something the system will do or have or be; it's something so obviously good for this customer that no "Why?" could be asked. Instead of "3/4 inch punch depth," a benefit might be, "Able to compress any size tablets that we will manufacture." There may be nothing wrong with the first statement as a criterion; used, after careful analysis, to provide that benefit. The benefits list is used to ensure that such criteria are correct and complete, and to estimate their relative value. The benefits identification process can change even an expert team's perception of the key issues in ways that would not be likely if they went directly to criteria as is common in non-QFD specification procedures. For example, the information systems selection team initially sought to increase internal efficiency, but discovered even greater corporate value lay in providing information that would increase its customer's performance. The following three subsections describe the three distinct elements needed to document benefits: what is the benefit? (e.g., reliable, productive, durable, flexible,...) what is our acceptable performance range for this benefit? how valuable (at least relatively) is especially good performance? Discovery The first task is to identify comprehensively the benefits sought from the supplied system and from the supplier, itself. The most reliable discovery methods are the observation and interview of people affected by the prospective system and of experts on possible consequences. In some of the projects above, the company had never used the technology before and did not have internal experts on all aspects of it. They knew the benefits they wanted, however, such as consistent high quality from the integrated circuit supplier, and they hired a retired Vice President of QA from the semiconductor industry as a consultant to define criteria that were good predictors of consistent high quality. The specific discovery methods, obviously, can be tailored to the projects size and needs. For small projects, the project leader and facilitator jointly interviewed internal experts to learn the problems they faced. In the largest project, the facilitator trained the team members who observed and interviewed. Particularly for the acquisition of major systems, or for a long term relationship, discovery must capture intangible as well as tangible benefits.. Examples of intangible supplier benefits include, "Creative," "Innovative," "Responsive," "Flexible." The section on criteria will mention methods for measuring such benefits. The interviewers culled the typed notes for individual benefits which they printed on index cards with a title, a one sentence description and one or two sentences of rationale in a different font. Figure 1 shows an example of such an index card from the information management system selection process. The number at the top is a reference to the notes that were the source of the benefit. The interview, observation and documentation of unanalyzed benefits usually takes one to four weeks. Data Analysis The internal experts met to scrub the data on these index cards. Each took a stack of cards. One person read a card, and they discussed it for clarity and significance. The person reading that card reworded it if necessary, then threw it in the center of the table and the next person read a card. Team members consistently enjoyed these sessions. It allowed them to learn and understand what mattered to everyone in a situation where they didn't have to decide, yet, how important it was; they needed only to agree that it was clearly a benefit to someone. These discussions improved the data and built shared understanding. When all the cards had been read, the participants moved around the table silently associating related index cards into groups of no more than five. If a group exceeded five, they found a distinction that allowed them to separate it into two or more groups. Silence encouraged them to search for other possibilities when they disagreed with someone else's association. When the index card groups stabilized, the participants drafted a name for each group that described the collective benefit and wrote that name on a red index card. They put the red index card on top of the stack and bound the stack with a rubber band. A typical project might generate 80 to 800 initial benefit index cards. This first step reduced it to 25 to 250 red cards, and they repeated the grouping and naming process, this time with a green card. Then they used blue cards. That process, called affinity analysis, creates a tree of benefits bottom up. The aggregate benefits at each level are defined so they manifestly represent a real benefit, not say, "Physical properties." All objects have "Physical properties." Classifications like "rugged," "attractive," "compact," "portable," in contrast, are manifestly beneficial for appropriate problems. As a rule of thumb, it is a benefit if it makes sense in the sentence, We'll really like this product because it has <benefit name>. Creating these manifestly beneficial categories enables the team to build a comprehensive data-driven intuition for the best system, and because the benefit is manifest, the team can more easily set minimum performance standards and the value of higher performance. Two actions particularly contribute to the usefulness of the benefits hierarchy. First, of course, is thorough data gathering. Second, is careful choice of the names of the groups of benefits. Careful definition of a group's meaning, as in the "Physical properties" example, produces groups with only truly related elements, and those meaningful groups help team members to recognize gaps and to estimate value more accurately. A team can group and regroup multi-colored index cards easily, and that flexibility lets the data drive the solution, but to review the results, the team needs a document. The designated archivist (who is sometimes the facilitator) organizes the stacks of multi-colored index cars into a structured text file. The benefits document is more like a dictionary than a textbook. It shows the benefits hierarchy with, at each level, a name, one simple sentence declaring the meaning, one or two simple sentences explaining the reason for that benefit, and up to five component benefits with the same structure. The team gets a fresh view of their benefits hierarchy when they see the document, particularly the table of contents of the document. They often recognize better names, missing elements, and sometimes better ways to combine groups. Affinity analysis and review of the document can be completed in two or three days. Define Performance With the benefits document complete, the facilitator guides the team to establish consensus minimum performance standards for every benefit. Many people confuse performance and value at first. Performance describes how well the benefit is provided. Value, ultimately, is how much the company would pay. The customer may consider performance superb, and it still may not be valuable to him. Microsoft¨ Word and Excel, for example, have excellent macro capability. Most users, even if they know those capabilities are very good, never use them and probably would not pay extra for them. That benefit has high performance, but low value to those users. The minimum is a level that the company might accept if other qualities were extraordinary, not the target level. Don't define a minimum standard unless you're willing to reject a supplier who doesn't meet it. Some benefits may not have an explicit minimum standard because the absence of the benefit could be accepted. In most of the above examples, the team also defined a target performance that represented the level they wanted and an ideal performance that would be worth still more. Define Value The team then estimates the value of higher performance for each benefit in order to rank suppliers that exceed the minimum performance. That value makes possible explicit trade-offs, and it is rooted in the real value to the company. Several variations were employed to make the task as easy as possible consistent with adequate accuracy for the project. Working top down, they estimate how much it's worth relatively to improve from minimum to target performance, which can be thought of as the penalty for being at the minimum standard instead of the higher, target standard. For one selection project, the engineering oriented team rated the top level categories as follows: Desired Benefit Relative Penalty Strong technically...............................61% Good business relationship.................20% Effective quality systems.....................16% Responsive delivery.............................4% The same team also evaluated the reward for being well above target for those same benefits, expanding the table to show: Desired Benefit Relative Penalty Relative Reward Strong technically 61% 50% Good business relationship 20% 30% Effective quality systems 16% 14% Responsive delivery 4% 6% The team then considered the relative value of the benefit components of each of these. For example, responsive delivery included on-time delivery, short lead time for new orders, and adequate capacity to meet any likely level of demand. The team rated the penalty for falling below target (though still above minimum) as, respectively, 50%, 20% and 30%. The net penalty for capacity below the target level was then 30% times 4% or 1.2%. Primary Benefit  Component Benefits Relative Penalty Penalty Responsive Delivery 4% On-time delivery 50% 2% Short lead time 20% 0.8% Adequate capacity 30% 1.2% The use of penalty and reward is discussed in more detail elsewhere.6 Sometimes it's so difficult to reach the target that only penalty is sufficient to rate the desired outcomes. Assess Accurately A criterion is an objectively true or false declarative English sentence. The objectivity contrasts to the benefits, which may be very subjective. For example, a criterion might read, "The prospective supplier has supplied at least three references to clients in our industry for whom the supplier has installed systems within the last three years." The team will write both screening criteria and ranking criteria. Screening to Eliminate Unsuitable Suppliers For every benefit with a minimum performance standard, someone on the team must write one or more criteria that are equivalent to the minimum standard of the benefit, in the sense that a supplier who satisfies the criterion will meet the minimum standard on that benefit. Many of the resulting criteria will be simply requirements that almost any supplier could meet if it is specified. Those criteria don't help reduce the list of candidates or to rank them, but they should be saved to include in the eventual contract, so move them into a separate file called something like "Acceptance Requirements." For your first questionnaire, pick the criteria that are most likely to elicit a negative answer. Screening criteria need no weights, since all acceptable companies answer true to all screening criteria. A single answer of "False" to a screening criterion eliminates a candidate supplier. That's very helpful when you need to reduce 50 suppliers to five to be evaluated carefully. Such reduction can normally be done with a list less than a page long which you can fax to suppliers with a simple cover letter. You use your resources and those of the prospective suppliers best by eliminating unsuitable ones as easily as possible. You can't make a mistake as long as the property on which you screen is objective, represents something you really must have, and will be answered in the negative by some respondents. Satisfaction of the remaining criteria can be verified in either a follow-up questionnaire if they are in doubt, or by the selected vendor prior to signing a contract. Ranking Criteria Ranking criteria are more difficult. Some important intangible benefits, like "Innovative," are not suited for screening because of their complexity, but may make a big difference in ranking. One of the above teams, looking for a supplier to develop an automated production facility for a type of product nobody had ever made before, signed contracts with three finalists to do a preliminary design and then evaluated the designs. They emerged with a supplier who was very successful and responsive in the many changes needed before production. Another team, knowing that the supplier that they had used during development was not able to meet production quality or volume requirements, asked candidates how they would redesign the custom integrated circuit their first supplier had developed. To determine which of the acceptable suppliers offers the best combination of benefits, the ranking criteria must completely represent the benefits. The team uses a QFD matrix to connect the list of criteria to the list of benefits to verify completeness and to obtain the weight for each criterion. For those of you who haven't seen such a matrix, it can be explained simply. It is a table with the rows (horizontal) labeled by the benefits and the columns by the criteria. The intersection of a row and column is left blank if satisfaction of that criteria has no important relationship to that benefit, given a 1 if the criterion has a significant effect, 3 for an important effect, and 9 for a criterion that is very effective in assessing whether the benefit will be provided. The team estimates the effectiveness of the criterion with these numbers. To be valuable, a criterion must be effective in measuring one or more valuable benefits. To infer that criterion value, these teams divided the value of each benefit among all the criteria that contributed to it in proportion to the criteria's 1, 3, 9 effectiveness ratings. That's a modified7 QFD matrix which results in a perfect supplier receiving a score of 100%, instead of the indefinite and much larger number that conventional QFD produces. Evaluation To apply the ranking criteria, the team needs data from the suppliers and, often, their current and previous customers. These often cannot be obtained just from sales literature. This is the time for meetings, visits and even trial contracts like those mentioned above. These teams assembled the answers to the criteria in a spreadsheet, putting each group of related criteria, such as quality, business stability, etc., on its own separate sheet in a single workbook. They used one sheet in that workbook to add the scores from each category. When a candidate appeared weak, that weakness could be traced first to a group and then to specific criteria. The team could consider, first, whether their evaluation was accurate, and, second, whether the deficiency could be corrected. Two primary correction methods were considered. First, would the supplier accept assistance in, for example, achieving the desired level of process documentation? Second, could the supplier be combined with a second supplier with a different kind of expertise to provide both, say, high quality chip manufacturing and sophisticated testing? If only small differences remained within the finalists - not a bad result - the team knew that any of the finalists would do a good job, and the decision could be made on price. Conclusion The team has to work very hard to determine the benefits, the minimum standards on each and the value of higher performance. That is a fact of the problem, not a limitation of the method. Writing criteria for screening is relatively easy. Writing criteria for ranking and linking them to the benefits is a significant effort, but it has high value in ensuring completeness and providing accurate weights. The screening and selection processes, themselves, then go relatively smoothly and the decision can be made confidently. Because of the depth of the benefits analysis, the procedure can produce enormous savings, by, for example, in one of these projects preventing the loss of tens of millions of dollars in sales and delays of months or years if a supplier didn't meet quality standards or long term production rate. The method's value lies in making possible successful choices through accurate knowledge of your own problem, even when you're not deeply knowledgeable about your supplier's business. It also promotes broader based acceptance of the choice, an acceptance that can smooth implementation later. About the Author Bill Pardee is an author, speaker and project facilitator on the subject of customer requirements and the use of customer value in systems decisions. Before starting Pardee Quality Methods in 1992, he was Principal Scientist of Information Sciences at the Rockwell International Science Center. He was a 1987 Rockwell International Engineer of the Year. His book, To Satisfy and Delight Your Customer: How to Manage for Customer Value, was published by Dorset House in 1996. 1 Bob King, Better Designs in Half the Time, 3rd edition, GOAL/QPC, Metheun (1989). 2 Lou Cohen, Quality Function Deployment: How to Make QFD Work for You, Addison Wesley, Reading (1995) 3 William J. Pardee, To Satisfy and Delight Your Customer: How to Manage for Customer Value, Dorset House, NY (1996). 4 Many versions of QFD call these benefits the root needs, the needs that underlie the customers requests. 5 The author of this article was the facilitator on each of the projects described. That facilitator role, a process guide who helps the team make good decisions without representing any specific technical perspective, can be played by someone inside the corporation. 6 William J. Pardee, To Satisfy and Delight Your Customer: How to Manage for Customer Value, Dorset House, NY (1996). 7 W. J. Pardee, op. cit. Return  ");s1[54]=new Array("index.html","Error 404","","HTTP Error 404 404 Not Found The Web server cannot find the file or script you asked for. Please check the URL to ensure that the path is correct. Please contact the server's administrator if this problem persists.");s1[55]=new Array("Sourcefiles/adsizes.pdf","adsizes.pdf","","SOCE, Chapter Newsletter Page # Month, Year QUARTER-PAGE VERTICAL HALF-PAGE VERTICAL FULL-PAGE VERTICAL NEWSLETTER IN COLUMNS HALF-PAGE HORIZONTAL BETWEEN SPACE SIXTH-PAGE VERTICAL EIGHTH-PAGE VERTICAL QUARTER-PAGE HORIZONTAL SIXTH-PAGE HORIZONTAL");s1[56]=new Array("Sourcefiles/adrates_ww.pdf","adrates_ww.pdf","","SOCIETY OF CONCURRENT ENGINEERING Worldwide SOCENews ADVERTISING RATES & CONTRACT PUBLICATION FREQUENCY CIRCULATION RATES EFFECTIVE SOCENews, A Worldwide Newsletter 5-6 Times Per Year Mailing List Ranges 300-1000 People January 1, 2000 The Worldwide organization of the Society of Concurrent Engineering produce at five to six SOCENews newsletters each year. They are completely electronic and arrive periodically throughout the year. The newsletters contain information on current events and SOCE Chapters., along with technical and management articles from a variety of sources. Only active Chapter Members receive newsletters. Older newsletters are circulated to prospective members and remain in the "SOCE system" for a number of years. A typical SOCENews year has 5-6 issues: (1) SOCE News Volume N, Number 1 (2) SOCE News Volume N, Number 2 (3) SOCE News Volume N, Number 3 (4) SOCE News Volume N, Number 4 (5) SOCE News Volume N, Number 5 (6) SOCE News Volume N, Number ? Early Fall Fall Winter Spring Year-End/Summer Ad Hoc Parties interested in advertising should have their completed ad copy and check to SOCE in a timely manner to allow adequate time for proofing and copy editing. Questions should be directed to SOCE's WW VP Publications, or to any member of the WW Board of Directors. Contact information for the SOCE's Officers and Directors may be found on SOCE's website at www.soce.org. SOCE reserves the sole right to approve all advertisers and advertising copy that is published in Chapter newsletters. Size Full Page Half Page Quarter Page Sixth Page Eighth Page Layout Vertical Vertical or Horizontal Vertical or Horizontal Vertical or Horizontal Vertical Price Per Issue $ 240 200 170 150 135 * Price Per 3 Issues $ 530 440 370 320 280 * *Price 5-6 Issues $ 740 585 480 395 325 * Approximately a 20% reduction over "per issue" pricing; rounded to nearest $5 increments. ** Approximately a 35% reduction over "per issue" pricing; rounded to nearest $5 increments. I wish the ad to appear in the issue(s) mailed prior to event(s) numbered ___________. Please find my check enclosed for $___________ payable to "SOCE." Enclosed is "camera ready" ad, exact size. Signature Name/Company Address City, State, Zip Phone & Fax Please mail to: SOCE SOCENews PO Box 68 Dedham, MA 02027-0068");s1[57]=new Array("Sourcefiles/adrates_chapters.pdf","adrates_chapters.pdf","","SOCIETY OF CONCURRENT ENGINEERING Chapter ADVERTISING RATES & CONTRACT PUBLICATION FREQUENCY CIRCULATION RATES EFFECTIVE Chapter Newsletter 6-7 Times Per Year Chapter Mailing Lists Range 100-300 People January 1, 2000 The Chapters of the Society of Concurrent Engineering produce at least six newsletters each year. They are scheduled to arrive in the mail approximately 2-3 weeks prior to each program. The newsletters, among other articles and information, contain a written summaries of the prior program and typically a pull-out flyer that announces the next program. Only active Chapter Members receive newsletters. Older newsletters are circulated to prospective members and remain in the "SOCE system" for a number of years. A typical SOCE Chapter program year: (1) Fast Development Using SOCE BOK (2) Supplier Partnering & Co-Design (3) Senior Mgt Role: A Team-Culture (4) Managing Project Risk (5) Managing Global CE Teams (6) Conference: Choosing Tools & Tech. September 24, 1998 November 5, 1998 December 10, 1998 February 18, 1999 April 15, 1999 June 10, 1999 Parties interested in advertising should have their completed ad copy and check to the specific Chapter within one week after any given event. Questions can be directed to any member of the Executive Committee of the Chapter. Contact information for Chapter representatives is listed on SOCE's website at www.soce.org. SOCE reserves the sole right to approve all advertisers and advertising copy that is published in Chapter newsletters. Size Full Page Half Page Quarter Page Sixth Page Eighth Page Layout Vertical Vertical or Horizontal Vertical or Horizontal Vertical or Horizontal Vertical Price Per Issue $ 140 100 70 50 35 * Price Per 3 Issues $ 330 240 170 120 80 * *Price Per 6 Issues $ 540 385 280 195 125 * Approximately a 20% reduction over "per issue" pricing; rounded to nearest $5 increments. ** Approximately a 35% reduction over "per issue" pricing; rounded to nearest $5 increments. I wish the ad to appear in the issue(s) mailed prior to event(s) numbered ___________. Please find my check enclosed for $___________ payable to "SOCE _______ Chapter." Enclosed is "camera ready" ad, exact size. Signature Name/Company Address City, State, Zip Phone & Fax Please mail to: PLEASE CONTACT CHAPTER FOR MAILING ADDRESS");s1[58]=new Array("bookstore/information.htm","SOCE Bookstore Information","","SOCE BOOKSTORE INFORMATION SOCE in association with amazon.com has established this on-line bookstore with the primary focus on Concurrent Engineering.  The Body of Knowledge titles cover the major catagories of information that have been selected by SOCE for this bookstore. Each Body of Knowledge title (link) expands into sub-categories to further narrow the subject of interest. And finally, each sub-category lists the amazon.com book titles that have been researched by SOCE. Over the next several months, members of the SOCE Board of Directors will provide book reviews for the books listed on this site. All books listed on this site are for sale by amazon.com using the secure on-line web processing system . Amazon.com is responsible for all aspects of order processing and fulfillment. They prepare the order forms; process payments; cancellations; returns; and handle customer service. Amazon.com will pay SOCE referral fees on qualifying products that follow the special links setup on this web site. The SOCE Bookstore is not limited to the book titles listed on our site. We have a special search button located at the bottom of each page (within our bookstore).  This will allow you to search for books, music & more, in fact amazon.com has over 2.5 million titles in its inventory! Amazon.com offers gift-wrapping, lets people add a gift message, and will ship books anywhere in the world!  The following links describe amazon.com shipping options and customer service: Amazon.com shipping options Amazon.com customer service SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[59]=new Array("bookstore/topics/topic1.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore CE/IPD/IPPD – GENERAL (CONCURRENT ENGINEERING / INTEGRATED PRODUCT DEVELOPMENT /INTEGRATED PRODUCT & PROCESS DEVELOPMENT)  More titles coming soon  Computer-Aided Process Planning Concurrency Concurrent Engineering Integrated Product Development  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[60]=new Array("bookstore/topics/topic2.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  ENGINEERING DESIGN MANAGEMENT - RELATED METHODOLOGIES AND TECHNOLOGIES  More titles coming soon  CAE (Computer Aided Engineering) Computer-Aided Engineering Design Engineering Design for Life Cycle Cost Design for Maintainability Design for Manufacture & Assembly Design for Reliability Design for Testability Design for the Environment Design Guidelines Design Process Design Repositories Design Reviews Engineering Design Hardware Design Improved Design Industrial Design & Modeling Knowledge-Based Engineering Logistics Engineering Re-Engineering Reliability Engineering Reverse Engineering Robust Design Top-down Design  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[61]=new Array("bookstore/topics/topic3.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  LIFE CYCLE MANAGEMENT & MODELING, AND OTHER ANALYTICAL PROCESSES & TECHNIQUES  More titles coming soon  Analytical Modeling Computer Modeling Cost Modeling Design to Cost Design to Life Cycle Cost Failure Analysis Failure Mode & Effects Analysis/FMEA Life Cycle Cost Life Cycle Engineering Life Cycle Cost Models Life Cycle Planning Life Cycle Process Modeling Modeling and Tools Modeling Applications Optimal Processes Product Life Cycle Management Solids Modeling  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[62]=new Array("bookstore/topics/topic4.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  MANUFACTURING – GENERAL MANAGEMENT TECHNIQUES & PROCESSES  More titles coming soon  CIM (Computer Integrated Manufacturing) Computer-Aided Test Fabrication Rapid Manufacturing Manufacturing Manufacturing Teams Production  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[63]=new Array("bookstore/topics/topic5.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  PEOPLE, COMMUNICATIONS & TEAMING PROCESSES  More titles coming soon  Communications Skills Conflict Resolution Consensus Decision-Making Cross-Functional Teams Decision Making Design Teams Engineering Teams Leadership Management Leadership Roles & Responsibilities  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[64]=new Array("bookstore/topics/topic6.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  PRODUCT DEVELOPMENT PROCESSES & CONTINUOUS IMPROVEMENT – GENERAL MANAGEMENT TECHNIQUES  More titles coming soon  Benchmarking Best Practices CALS (Computer Aided Acquisition & Logistic Support) Engineering Management Engineering Processes and Methods Lessons Learned Paradigms Process Planning & Management Product Development Product Development Processes R&D Management Risk Management Structured Processes  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[65]=new Array("bookstore/topics/topic7.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  PROJECT & STRATEGIC PLANNING MANAGEMENT  More titles coming soon  Business & Product Strategy Competitive Analysis Frameworks Innovation Management Market Research Paradigms Project Management Product Planning Product Planning and Management Product Specifications Project Funding Project Management Technology Deployment Time to Market  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[66]=new Array("bookstore/topics/topic8.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  QUALITY MANAGEMENT METHODOLOGIES & TECHNOLOGIES  More titles coming soon  Quality Quality Function Deployment QFD TQM  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[67]=new Array("bookstore/topics/topic9.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  RAPID PRODUCT DEVELOPMENT RELATED TOOLS, METHODOLOGIES, & TECHNOLOGIES  More titles coming soon  Compression Technology Product Data Management Product Data Standards RAMP (Rapid Acquisition of Manufactured Parts) Rapid Design Rapid Development Rapid Manufacturing Rapid Prototyping  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[68]=new Array("bookstore/topics/topic10.htm","SOCE Bookstore Body of Knowledge - Subcategories","","SOCE Bookstore  SYSTEMS ENGINEERING  More titles coming soon    System Architecture Systems Engineering Systems Design  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[69]=new Array("_vti_bin/shtml.exe/index.htm/map14/","_vti_bin/shtml.exe/index.htm/map14/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "index.htm/map14/"");s1[70]=new Array("ce/ce3.html","Society of Concurrent Engineering - SOCE & CE","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SOCE & CE     Last  Next  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[71]=new Array("ce/ce24.html","Society of Concurrent Engineering - SOCE & CE","Society of Concurrent Engineering, specializing  in the issues of concurrent product development","Society of Concurrent Product Development -SOCE & CE     Last  Next  Go to Amazon Search SCPD Guestbook SCPD Web Developers Copyright © 1993 - 2000 Society of Concurrent Engineering All Rights Reserved. Keywords: concurrent product development, concurrent engineering, integrated product development, cross functional teams, team design, concurrent design, concurrent product development, transition to manufacturing, collaborative engineering or design, concurrent product and process development, integrated product and process development, SOCE, CE, CE/IPPD, IPD, IPPD");s1[72]=new Array("boston/default.asp","SCPD Boston Chapter","","");s1[73]=new Array("boston/about/default.asp","SCPD Boston Chapter","","Overview President's Letter Letter Archive Mission and Values Organization  About SCPD Boston | Overview   In This Section: 2003 Welcome to SCPD Boston presentation.  Mission, Vision & Values  Our Organization   Related Links:  Directory & Contact Info Meeting Schedule   Join our Mailing List Name: Email:  Technology and economics trends are dramatically changing the nature of new products and hence, new product development. The technology trend is ever increasing rates of complexity change and therefore increased performance and features in new products. New products thus supplant older ones more quickly, shortening the period of high-margin sales for most products. The economic trend is increasing global competition in all markets (manufacturing, non-tangible, and services); so that more companies reach local markets (manufacturing, non-tangible and services); so more companies serve markets. The result is more innovation in a given market and lower margins per sale. For each competitor, the ability to realize (or develop) products with the right feature set, price and quality in a timely way and with high margins is a critical strategic capability. Therefore, a company's product realization process helps to determine its survival and, if executed properly, is a key element to its prosperity. Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[74]=new Array("boston/sponsors/default.asp","SCPD Boston Chapter","","Boston Chapter Worldwide  Our Sponsors | Boston Chapter Sponsors   In This Section:  Worldwide Sponsors   Related Links:  About Us   Join our Mailing List Name: Email:  Bayer - Bayer offers a wide variety of products and services in areas ranging from health care and CropScience to plastics and specialty chemicals. Bayer is research-based and is aiming for technological leadership in its core activities. Boston University - Boston University is an internationally recognized institution of higher education. With more than 28,000 students from all 50 states and 135 countries, it is the fourth largest independent university in the United States. MKS - MKS is the leading supplier of components and sub-systems to the semiconductor processing equipment industry, surrounding the chamber with pressure, flow, and plasma control devices plus process monitoring tools. Motorola - Motorola is a global leader in providing integrated communications solutions and embedded electronic solutions.  Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[75]=new Array("boston/meetingschedule/default.asp","SCPD Boston Chapter","","Upcoming Events Events Archive Directions  Meeting Schedule | Upcoming Programs & Meetings   In This Section: Download 2003-2004 Schedule  Past Programs   Related Links:  Membership Info   Join our Mailing List Name: Email:  ER for Troubled Projects Thursday, May 20, 2004 Theme: "Workshop" Location: Verizon, Waltham Time: Evening Cost: $12 members, $20 nonmembers, $5 students    Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[76]=new Array("boston/membershipinfo/default.asp","SCPD Boston Chapter","","Benefits Request Form  Membership | Info & Benefits   In This Section:  Info Request Form   Related Links:  Past Programs and Meetings   Join our Mailing List Name: Email:  You know why you should join the Society for Concurrent Product Development from reviewing the material about SCPD on this web site, but why join SCPD-Boston? To participate in great presentations from top-notch practitioners from around the country To establish a strong network with like-minded professionals from New England's best companies and universities To socialize with your product development friends at regular interactive meetings To receive regular communications from your chapter, dedicated to top flight membership services To get discounts for Boston's great meeting and seminar program To grow professionally! Click here to check out all the great programs the Boston Chapter has sponsored. Click here to request more information with our convenient online form. SCPD Membership Application Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[77]=new Array("boston/newsletters/default.asp","SCPD Boston Chapter","","Newsletter Archive R A P I D  P R O D U C T  D E V E L O P M E N T    SCPD - Boston Chapter Vol. 11, Number 4 • April 2004   "Teams without a Common Boss - the Matrix Reloaded" Thanks to Marty Ross at Verizon for the use of their facility! I must confess that I have not been to an SCPD activity in some time, but I am glad I came out for this one. Johanna Rothman presented the good, the bad and the ugly about project teams in various types of organizations and left me with some great improvement ideas to take back to my workplace. The night began with dinner and networking where I heard everything from the importance of matching leadership style to product lifecycle and job function to what it’s like doing business in China. After getting to know other SCPD members, we moved on to the presentation. Johanna first identified the pitfalls of traditional company organization structures, such as functional and matrix, which can be slow to release products and fail to take advantage of individual employees creative skills. Then she described a refreshing alternative in the form of self-managed work teams operating in an “agile” project management mode. This entails using a family of informal but highly disciplined techniques designed to take full advantage of how people really think and interact and to develop products faster and with higher quality. Johanna was able to describe how the “agile” project management approach applies to both software and hardware development projects. Some of the key concepts presented were iterative planning, reasonable work hours and pair programming. Iterative Planning: Long-term projects are more prone to delays from scope changes and it is useful to incorporate learning into project activities frequently. Hence the concept of iterative planning, where the emphasis is on delivering “something of value to the customer” such as a new product feature within a short timeframe (say 4- 6 weeks). The process can be “lightweight” in terms of status reports and documentation, since the end result will be visible to management at the end of the cycle. Learning can be incorporated at the end of each cycle through a detailed retrospective and the overall experience can be very rewarding due to the enhanced project visibility. Reasonable Work Hours: In order to sustain velocity for product development, it is important to limit people’s work hours to 40 hours per week. Long hours make people more prone to mistakes and mistakes can be costly and difficult to discover later on. Pair Programming: In this technique, two people are assigned a task that normally would be assigned to a single individual during development with the expectation that more eyes on work products create better work products. This could lead to reducing downstream inspection requirements. Johanna cautioned that not all organizations will be able to adopt these techniques. Organizations that are not dissatisfied with their current development processes or cannot relinquish project control to self-managed work teams would not be good environments for “agile” project techniques. Before ending the meeting, the group broke off into teams of five and through a short simulation of sorting various types of playing cards, we experienced first hand what it’s like to work in self-managed teams. Overall, empowered teams are amazingly productive and offer substantial benefits to both the team members and their organization.  In this issue:  President's Letter  ASK SCPD  Meeting Schedule Download Newsletter Sponsors: Copyright © 2004 SCPD Boston Chapter. All rights reserved.  ");s1[78]=new Array("boston/education/default.asp","SCPD Boston Chapter","","Ask SCPD Ask SCPD Archives Body of Knowledge Resources      Ask SCPD: Concurrent Product Engineering Q & A   In This Section:  Educational Resources  Ask SCPD Archives   Related Links:  SCPD Newsletter Upcoming Meetings   Got a Question?  If you have a question for the experts at SCPD, please send it to askscpd@cox.net .   Join our Mailing List Name: Email:  This Month's Question: Q: Does your organization have an avenue for companies to post job openings or do you have a list of project managers who are interested in finding employment. I hope to be attending some upcoming events, and am interested in joining discussions about advanced project management techniques.Stephen;Lexington AskSCPD: AskSCPD: While we no not currently maintain a list of members seeking employment, there are multiple avenues available whereby you could, somewhat selectively if you prefer, access our membership: We can forward a description of your job opportunity by direct email to the database of SCPD members. You could specify that we limit the distribution to those who cited particular types of industry or work experience in their registration profiles. Distribution could be limited to a single chapter, a selection of chapters, or a geographical region. In the case of the Boston Chapter, we can also expand the mailing to include persons who registered and attended a meeting during the last 1, 2, or 3 years, but are not current members. For these individuals, we may not have work background information. We can announce relevant job opportunities at the beginning of our Boston Chapter Programs. The next Program is Thursday evening, April 29, 2004. See www.scpdnet.org/boston for details of this and future Programs. All of our Boston Chapter Programs include a Q&A / open discussion segment. You can send your job posting request and position description to askSCPD@cox.net. Boston Chapter Experts Boston Chapter Experts Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[79]=new Array("boston/contactus/default.asp","SCPD Boston Chapter","","Contact Form Board Members Contact SCPD Boston | Contact Form   In This Section:  Board Member Directory   Related Links:  Chapter Members List  Directions to Meeting Locations Contact ASK SCPD  If you have a question for the experts at SCPD, please send it to askscpd@cox.net .   Join our Mailing List Name: Email:  To request more information about the Boston Chapter of SCPD, please fill out the form below, or contact Fritz Luft at fritz_luft@charter.net .  SCPD Boston Contact Form  Name:   Address:   City   State / Zip Code:   Phone:   Fax:   Email:   Questions/Comments:     Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[80]=new Array("boston/about/Welcome_to_SCPD_Boston.pdf","Welcome_to_SCPD_Boston.pdf","","Society of Concurrent Product Development Boston Chapter January 2003 SCPD.....furthering the art and science of rapid product development SCPD Boston Chapter www.scpdnet.org/boston Who is SCPD? · A society of professionals dedicated to: ­ Providing learning opportunities in CPD best practices ­ Providing access to a network of experienced CPD implementers · Focused on concurrent product development ­ Concurrent NPD process and activities ­ Encompasses all functional areas, the entire company ­ Supported by evolving Body of Knowledge · 100% volunteer, founded 1992 · Non-profit organization with WW and chapter sponsors · Virtual WW structure complemented by local chapters SCPD Boston Chapter www.scpdnet.org/boston Why Care About CPD? The challenge of "cheaper, faster, better" CAN be met! How can I meet customer needs, beat competitors to the market, and make money?? Concurrent product development is the only proven way to get all three SCPD Boston Chapter www.scpdnet.org/boston NPD: Moving to a Network Model FUNCTIONAL NETWORK Fin Mktg IT Test Eng Mfg Eng QA QA Fin Product Suppliers Mktg Mfg Engineering `owns' product development Likely Consequences · Functional silos · Functional views · The `buck' stops with engineering · Heavily serial activities · Late, costly, not meet customer needs Everyone, working together, owns NPD Likely Consequences · Cross functional input sought from start · Holistic view of product development · The `buck' stops with the product team · Parallel activities · On time, on budget, customer delighting SCPD Boston Chapter www.scpdnet.org/boston Society Vision and Mission VISION Industry and other professional societies recognize SCPD as the best value and most accessible source for the advancement of CPD practices. MISSION To promote the understanding and application of concurrent product development in organizations worldwide. The Boston chapter focuses its efforts on organizations in Greater New England SCPD Boston Chapter www.scpdnet.org/boston Current SCPD Structure WW Sponsors - corporate, vendor WW Advisory Board of Directors - recognized leaders in industry and academia WW Board of Directors Active Chapters Boston LocalNets San Diego Silicon Valley Toronto Quebec Chicago SCPD Boston Chapter www.scpdnet.org/boston Worldwide Benefits - Today · Access to best practices (via www.scpdnet.org) ­ Website filled with white papers on CPD practices ­ Quarterly issues of newsletter Concurrency ­ Monthly email on emerging ideas and lessons in CPD ­ Access to `members only' online archive of CPD knowledge ­ Access to SCPD's online bookstore ­ Annual membership directory · Networking with experienced CPD professionals ­ Annual CPD conference ­ Discounts to conferences offered by SCPD partners SCPD Boston Chapter www.scpdnet.org/boston Worldwide Benefits - Tomorrow · Sharing and developing new CPD best practices ­ Alliances which result in generation of new CPD knowledge, practices and case studies · Leading CPD consultants and university researchers · Conference providers and professional associations ­ Refereed Journal of Concurrent Product Development (online) ­ Focus on industry-specific SIGs · Access to CPD experts ­ More local chapters and LOCALNets ­ CPD-focused distance education and webinars ­ Certification program SCPD Boston Chapter www.scpdnet.org/boston SCPD Boston Chapter Organization SCPD ­ Boston Chapter · Founded in July 1993 · 115 dues-paying members · Alliances with BASE Council, Mass Bay PMI chapter · 4 chapter sponsors · Bayer · Boston University · MKS Instruments · Motorola SCPD Boston Chapter www.scpdnet.org/boston Boston Chapter: Membership by Function 40 35 30 25 20 15 10 5 0 Eng Mgr Prod Des Eng Gen Mgmt Project Mgmt Consultant Education Ops Mgmt Mfg Eng Prod Mgmt/Mktg Mfg Eng Mgmt Sales As of April 2002 SCPD Boston Chapter www.scpdnet.org/boston Boston Chapter Benefits - Today · Sharing CPD best practices ­ 6 Chapter programs a year (member discount available) · 2-3 speakers, emphasis on case studies, hands-on experience ­ 7 Chapter newsletters a year ­ Chapter website: www.scpdnet.org/boston · Access to members-only portion of website ­ Discounts to local seminars and workshops · Networking with CPD experts ­ Chapter programs ­ Host site and organizer of the annual WW SCPD conference SCPD Boston Chapter www.scpdnet.org/boston Boston Chapter Benefits - Tomorrow · Spreading CPD knowledge and best practices ­ Continuing Education (CEU) credits for meetings and conference ­ Expanded discounts to local seminars and workshops · Access to CPD experts ­ "Ask the WW Advisory BOD" program SCPD Boston Chapter www.scpdnet.org/boston Boston Chapter Opportunities · Attend chapter meeting and/or annual conference · Volunteer to speak · Become an individual member ­ $50/year; $10 discount on all chapter programs for the year · Become a committee member ­ Many volunteer opportunities to suit your schedule and workload · Become a chapter sponsor ­ Seat on Boston BOD; general director or committee VP available ­ Drive SCPD Boston forward ­ $500/year ­ Public recognition (written, electronic and verbal) SCPD Boston Chapter www.scpdnet.org/boston Discussion · How Can SCPD ­ Boston Help You? ­ Current product development challenges ­ What's just over the horizon · Opportunity to Give Back · Share Your Knowledge and Experience For more information: Renee Dorjahn Boston Chapter President rdorjahn@shore.net 508-482-0056 SCPD Boston Chapter www.scpdnet.org/boston Back Up Slides · SCPD BOK (selected items) · SCPD Boston 2002 ­ 2003 Programs · SCPD Boston Board of Directors · WW SCPD Board of Directors · WW SCPD Sponsors · Representative Conference Exhibitors SCPD Boston Chapter www.scpdnet.org/boston SCPD Body of Knowledge SCPD Body of Knowledge Pillars* PEOPLE Resource Allocation Collocation Recognition Team Leadership Lifelong Learning Empowerment PROCESS Customer Requirements Modularity Design Review Collaboration Supplier Involvement Product Definition TOOLS Voice of the Customer GANTT Robust Design Target Cost Design for Manufacturability Predictive vs. Resultant Metrics STRATEGY Operational Execution Innovation Partnerships Hurdle Rates Product Selection Life Cycle Management TECHNOLOGY Rapid Prototyping Architectures Resource Planning SW Inspections Multi Project Management Cycle Time Estimation *selected items from the BOK SCPD Boston Chapter www.scpdnet.org/boston SCPD ­ Boston Programs for 2002-2003 · Sept 26, 2002 PROCESS ­ "Cycle Time: The Long and Short of It" · Nov 7, 2002 STRATEGY ­ "What's the Next Thing? Get Inbound Marketing" · Dec 5, 2002 PEOPLE ­ "Career Development ­ How to Foster It" · Feb 20, 2003 TOOLS ­ "Re-engineering Yourself for the Future" ­ Joint meeting with Mass Bay PMI · April 24, 2003 TECHNOLOGY ­ "eBusiness: Web Implementation of Products" WW SCPD '03 conference June 11-12, 2003 SCPD Boston Chapter www.scpdnet.org/boston SCPD Boston BOD Adaptive Medical Systems Chapter President rdorjahn@shore.net PRESIDENT Renee Dorjahn COMMITTEE VICE PRESIDENTS Debbie Elsea Richard James Fritz Luft Bob Maigret Jerry Robertson Boston University MKS Instruments ON Semiconductor VP, Publications VP, Finance VP, Membership VP, Communications VP, Programs delsea@bu.edu james-rich@attbi.com fritz_luft@mindspring.com Bob.Maigret@onsemi.com waterst@attbi.com GENERAL DIRECTORS Mike Burstein Paul Edelman Hans Ludi Chuck McVinney Richard Paynting Dick Power Marty Ross Keith Shoneman Don Stewart Bob Whitney ADVISORY Deb Swanson T.I.P.E. Edelman & Associates Gnothis McVinney and Company SCPD '03 Conference Program Director Power Plans Verizon ValueCreation Concurrency Group MKS Instruments **VP, Chapter Development on WW SCPD BOD mcb.tipe@worldnet.att.net paul@edeltech.com hans.ludi@worldnet.att.net chuck@mcvinney.com rjpaynting@yahoo.com powerpl@gte.net marty.ross@verizon.com kshoneman@earthlink.net stdone@attbi.com Bob_Whitney@mksinst.com BASE Council dswanson@astex.com SCPD Boston Chapter www.scpdnet.org/boston WW Board of Directors GoldenseGroup, Inc. AlliedSignal Aerospace WWPresident ImmediatePast WWPresident blg@goldensegroupinc.com PRESIDENT BradGoldense Dr. TomBooth COMMITTEEVICEPRESIDENTS LauraClarahan Alex Cooper JohnCushman Peter Fritz CurtisHargadine ChrisHawver Richard(Dick) Mason JohnR. (Dick) Power GENERALDIRECTORS Michael Bessette BruceKosa Robert McGill DavidMeeker BrucePittman DonStewart ACSYSTechnologies Management Roundtable TechnologyInterface 3M Development Professionals Sopheon Bayer Diagnostics Power Plans VP, Alliances Treasurer VP, Publications VP, SocietyCommunications VP, KnowledgeManagement VP, Marketing VP, Internet VP, Chapter Development lclarahan@acsys-tech.com alex@roundtable.com jjcush@ix.netcom.com pjfritz@mmm.com curtis@developmentprofessionals.com chris.hawver@sopheon.com webmaster@soce.org powerpl@gte.net RogersCorporation RogersCorporation SolidworksCorporation Compaq Pittman&Company ConcurrencyGroup Kumar Vaidyanathan, Ph.D. Federal-Mogul CHAPTERPRESIDENT ReneeDorjahn AdaptiveMedical Systems, Inc. mike.bessette@rogers-corp.com bruce.kosa@rogers-corp.com rmcgill@solidworks.com david.meeker@compaq.com bpittman@earthlink.net stdon@attbi.com kvaidyan@fmo.com BostonChapter President rdorjahn@shore.net SCPD Boston Chapter www.scpdnet.org/boston WW Advisory Board · Gerald G. Collela, MKS Instruments · Steven D. Eppinger, MIT Sloan School of Management · David R. Holme, John Deere Company · Winston A. Knight, Boothroyd-Dewhurst and Univ of RI · Donald G. Reinertsen, Reinertsen and Associates · Ralph Schmitt, Kysor/Warren · Donald Sebastian, Stevens Institute of Technology · Preston G. Smith, New Product Dynamics · Hugh Vallely, Harley-Davidson · Jan W.F. Wasley, Simpharma LLC SCPD Boston Chapter www.scpdnet.org/boston WW SCPD Sponsors · Goldense Group, Inc. · The Gordon Institute of Tufts University · Product Development Process Consulting · Rogers Corporation · SolidWorks · Sopheon SCPD Boston Chapter www.scpdnet.org/boston Conference Exhibitors (Representative Companies) · Cognition Corporation · MARC Analysis Research · Parametric Technology · Rand Technologies · Trilogic · Workgroup Technology Corporation · Everett Pattern & Manufacturing · SolidWorks Corporation · BinTel Systems · Boston University · Immersive Design · Applied Marketing Science · Ideascope Associates · Decision Architects · Division, Inc. · Project Management Partners · Agile Software · Unigraphics Solutions, Inc. SCPD Boston Chapter www.scpdnet.org/boston");s1[81]=new Array("boston/bbase/data/meetings/dbimages/flyer_05_04p1.pdf","flyer_05_04p1.pdf","","The Society of Concurrent Product Development, Boston Chapter, presents: "ER for Troubled Projects" An Interactive Workshop Thursday, May 20, at 6:00 PM Verizon, 40 Sylvan Road Waltham, Massachusetts SCHEDULE 5:30 - 6:00 PM 6:00 - 6:30 PM 6:30 ­ 8:30 PM 8:30 ­ 9:00 PM TO REGISTER Register onLine at: © SCPD 2004 Registration Buffet Program Q & A www.acteva.com/go/scpdbos It is not necessary to Login or join Acteva to register. You can check the box at the bottom of the page, and then pay at the meeting registration table. Or, if you prefer, select credit card payment, then just check in and pick up your badge when you arrive. Early registration is appreciated. ADMISSION (includes buffet) SCPD members . . . . . $12 Non-members . . . . . . $20 Students . . . . . . . . . . . $5 Become an SCPD member at the event ($50 dues for one year) and receive an $8 discount on the spot! MODERATOR THE PROGRAM Any number of unexpected events can derail teams, and they can happen at any point during the team's life cycle. Even teams that are apparently "well launched" can later run into walls, confront seemingly insurmountable conditions, or grind inexplicably to a halt. In this session we examine several of the most common, and some of the less common reasons why emergency interventions are sometimes needed to revive a team in progress. The manager's intervention tool kit we will discuss and actually apply in a case example focuses on the non-technical problems team leads and managers face and must respond to quickly. Related to our April program on organizational learning, this session builds on some of those ideas and applies them to the fast turn around challenge. You will learn: · · · · · Most common and some uncommon reasons teams get into trouble Effective ways to diagnose the causes of team derailments before they go too far How to separate technical or process issues from those of human dynamics 5 techniques and activities you can apply to revive teams in trouble 5 techniques or approaches you can apply to avoid ER conditions Chuck McVinney is principal of McVinney & Company, an organizational development and executive consulting company. Chuck is an educator, facilitator, and consultant who has specialized for over 20 years in the creative process, the improvement of interpersonal dynamics (team development), and the crafting of excellent learning events for organizations. He is especially known for his work with emerging and merging organizations; helping entrepreneurs and CEO's create cultures and work environments where values that support sustainability and creativity are deeply held and applied. DIRECTIONS From Rt. 95/128, take exit 27 to Winter Street (Wyman St., then Winter St. if approaching from the South), keep to the right along Winter St, then turn left onto Sylvan Road, approx. 0.5 miles from Rt. 128. Park in the visitors' section or along Sylvan Road. Enter through the main lobby located in the first building to your right. For updates, visit: www.SCPDnet.org");s1[82]=new Array("boston/bbase/data/meetings/dbimages/flyer_04_04b.doc","flyer_04_04b.doc","","SSS");s1[83]=new Array("boston/about/letter.asp","SCPD Boston Chapter","","Overview President's Letter Letter Archive Mission and Values Organization SCPD Boston President’s Letter | April 2004   In This Section:  Letter Archives Mission, Vision & Values Our Organization   Related Links:  SCPD Newsletter Directory & Contact Info Meeting Schedule   Join our Mailing List Name: Email:  I just finished the story about the translation of the King James Bible [God’s Secretaries by Adam Nicolson, published by HarperCollins in 2003]. Set in the first decade of the Seventeenth Century, it is filled with antecedents to the present time. One wouldn’t think that Concurrent Product Development would have its roots in those times. Maybe not, but here are some excerpts of what Mr. Nicolson says about the Translation: · “As with any complex project, all parts had to be advanced at the same time.” · “Jointness was the acknowledged virtue of the age.” [jointness might be another word for concurrency] · “…selfhood and disunity, a natural urge in man, nevertheless destroy the life they aim to elevate.” [commenting on King Lear by Shakespeare, written at about the same time] · “Jointness, by contrast, was slow and careful. It required consultation, the gradual application of principles…” · “Fair and softly goeth far” [quoting Thomas Fullerton, speaking to his congregation, describing the new hand-cut brass screws for furniture assembly] · “…the extraordinary degree of jointness in the project was [King] James’s own idea.” King James began the project after he ascended the throne of England and Scotland in 1603. He fostered the translation in an effort to produce an irenicon (instrument of peace – from the Greek). That didn’t happen, but the translation has survived to this day. At the February meeting Johanna Rothman presented the attributes of self-managed teams – teams without a boss. I observed that SCPD is a self-managed team. I want to use the insights that Johanna gave us to strengthen our ability to improve the performance of the Boston Chapter. If you are interested in what Johanna had to say, drop me a line at waterst.jr@comcast.net -- I’ll send you her presentation. Jerry Robertson Acting President and VP Programs Click here to browse the President's Letter Archives Copyright © 2004 SCPD Boston Chapter. All rights reserved.   ");s1[84]=new Array("SanDiego/banner.htm","SOCE | San Diego Chapter","","San Diego Chapter furthering the art and science of rapid product development Worldwide Home Chapter Home Next meeting Sponsors");s1[85]=new Array("SanDiego/navBar.htm","Navigation bar","","Chapter Organization Membership Companies Sponsorships Programs Join SCPD");s1[86]=new Array("SanDiego/home.htm","Welcome to the San Diego Chapter of SOCE","","Welcome to the San Diego Chapter of SCPD All are encouraged to attend our programs. We strive for excellence in our selection of speakers and topics. Check back though this site to keep posted on current events. New President elected ! Click to view --> Volunteers Watch for the next San Diego Chapter Program and Dinner We hope you didn't miss: "Collocating Design Teams " Featuring the 8 principles of Concurrent Design -Dr Knut Oxnevad of Jet Propulsion Laboratories March 16, 2004 at Goodrich Aerostructures 850 Lagoon Drive Chula Vista, CA 91910-2001 Our Mission.............. SCPD’s mission to promote the application of Concurrent Engineering (CE) and Integrated Product Development (IPD) will be accomplished through: Forums for the interchange of ideas and the sharing of knowledge and experiences of product realization teams and professionals; Recognizing and involving leading best-practice companies in the application of CE and IPD in chapter activities; Enriching and extending the CE and IPD Body of Knowledge in theory and practice, contributing to the effectiveness and profitability of member companies. Values.............. SCPD Members hold these principles as fundamental reasons for our commitment to SCPD and participation in its events. Leadership - to embrace rapid product realization techniques and to advance our nation’s economy, driven by ourselves, our companies and our Chapter Sponsors. Member Recognition - to individuals in our organizations as facilitators or improvement, to our companies and to Chapter Sponsors for foresight in fostering environments that lead to the adoption of improved design practices. Learning - to satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace. Networking - to stay abreast of industry trends, to interact with like-minded professionals and to identify opportunities for business relationships. Friendship - to make professional acquaintances and to solidify old relationships; taking the SCPD meeting as a professionally rewarding yet enjoyable “time out” from the pace of daily work. Contact Information.............. Telephone (858) 458-7648 Electronic mail General Information: abarnebe@alarismed.com General Information: kimberling_debra_A@solarturbines.com  ");s1[87]=new Array("SiliconValley/banner.htm","SOCE | Silicon Valley Chapter","","Silicon Valley Chapter furthering the art and science of rapid product development Worldwide Home Chapter Home Next meeting Sponsors");s1[88]=new Array("SiliconValley/navBar.htm","SOCE | Silicon Valley Chapter","","Chapter Organization Membership Companies Sponsorships Programs");s1[89]=new Array("SiliconValley/home.htm","Welcome to the Silicon Valley Chapter of SOCE","","Welcome to the Silicon Valley Chapter of SCPD All are encouraged to attend our programs. We strive for excellence in our selection of speakers and topics. Check back though this site to keep posted on current events. Our Mission.............. SCPD’s mission to promote the application of Concurrent Engineering (CE) and Integrated Product Development (IPD) will be accomplished through: Forums for the interchange of ideas and the sharing of knowledge and experiences of product realization teams and professionals; Recognizing and involving leading best-practice companies in the application of CE and IPD in chapter activities; Enriching and extending the CE and IPD Body of Knowledge in theory and practice, contributing to the effectiveness and profitability of member companies. Values.............. SCPD Members hold these principles as fundamental reasons for our commitment to SCPD and participation in its events. Leadership - to embrace rapid product realization techniques and to advance our nation’s economy, driven by ourselves, our companies and our Chapter Sponsors. Member Recognition - to individuals in our organizations as facilitators or improvement, to our companies and to Chapter Sponsors for foresight in fostering environments that lead to the adoption of improved design practices. Learning - to satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace. Networking - to stay abreast of industry trends, to interact with like-minded professionals and to identify opportunities for business relationships. Friendship - to make professional acquaintances and to solidify old relationships; taking the SCPD meeting as a professionally rewarding yet enjoyable “time out” from the pace of daily work. Contact Information.............. Telephone TBD Electronic mail General Information: TBD General Information: TBD  ");s1[90]=new Array("Quebec/banner.htm","Quebec Chapter","","Québec Canada Chapter furthering the art and science of rapid product development Worldwide Home Chapter Home Next meeting Sponsors");s1[91]=new Array("Quebec/navBar.htm","Quebec Chapter Navigation bar","","Chapter Organization Membership Companies Sponsorships Programs");s1[92]=new Array("Quebec/home.htm","Welcome to the Quebec Chapter of SOCE","","Welcome to the QUÉBEC Canada Chapter of SCPD All are encouraged to attend our programs. We strive for excellence in our selection of speakers and topics. Check back though this site to keep posted on current events. MISSION To establish and maintain a network of all the various participants promoting the use of Concurrent/Integrated Engineering to develop new products and services for the benefit of the Québec businesses. VISION To enable the Québec businesses to reach a superior level of competitiveness by the application of methods and processes leading to the use of Concurrent/Integrated Engineering to develop new products and services. POTENTIAL Network establishment 25 members in 2002 1 Conference 2 workshops in 2002/2002 Representation at the educational levels.  ");s1[93]=new Array("edmar_subscription_order_form.htm","EDMAR Subscription Order Form","","EDMAR Subscription Order Form To subscribe to Engineering Department Management & Administration Report, complete and print this form and mail a photo copy of your SOCE membership card to: IOMA - Subscription Department 29 West 35th St. 5th Floor, New York, NY 10001 -2299. YES! Please enter my subscription for 13 issues of Engineering Department Management & Administration Report at the special SOCE member rate of $199. (Regular rate $249 for 12 issues) Subscription Order Form Enclosed is my check       Bill me/my company    Charge my:         VISA  Mastercard    AMEX Card number    Expiration Signature        ____________________________________________________ Telephone Home    Office Customer information: Name    Title  Company Street       City/State  Zip+4 SOCE Membership Number:  Last revised: July 17, 2001");s1[94]=new Array("EventPostings/disc3_srch.htm","SOCE Discussion Web Search Form","","SEARCH FOR ARTICLE Find articles posted to this discussion containing matching words or patterns. Search for:");s1[95]=new Array("EventPostings/disc3_post.htm","SOCE Discussion Web Submission Form","","POST ARTICLE Subject: Comments:");s1[96]=new Array("_private/webdev.html","Error 404","","HTTP Error 404 404 Not Found The Web server cannot find the file or script you asked for. Please check the URL to ensure that the path is correct. Please contact the server's administrator if this problem persists.");s1[97]=new Array("bookstore/topics/sub-cat/topic1_sub1.htm","Computer-Aided Process Planning","","Computer-Aided Process Planning  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[98]=new Array("bookstore/topics/sub-cat/topic1_sub2.htm","Concurrency","","Concurrency  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[99]=new Array("bookstore/topics/sub-cat/topic1_sub3.htm","Concurrent Engineering","","Concurrent Engineering  Concurrent Engineering : Automation, Tools, and Techniques Andrew Kusiak (Editor) / Paperback / Published 1992 Read more about this title...  Concurrent Engineering : Concepts, Implementation and Practice Chanan S. Syan, Unny Menon (Editor) / Hardcover / Published 1994 Read more about this title... Concurrent Engineering : What's Working Where          Chris J., Dr Backhouse, Naomi J., Dr Brookes / Paperback / Published 1997          Read more about this title... Concurrent Engineering Effectiveness : Integrating Product Development Across Organizations Mitchell Fleischer, Jeffrey K. Liker / Hardcover / Published 1997  Concurrent Engineering Fundamentals : Integrated Product and Process Organization (Prentice-Hall International Series in Industrial and Systems engine Biren Prasad / Hardcover / Published 1996 Read more about this title...  Concurrent Engineering; Shortening Lead Times, Raising Quality, and Lowering Costs John R. Hartley, Diane Asay / Hardcover / Published 1994 Read more about this title...  Engineering Information Management Systems; Beyond CAD/CAM, to Concurrent Engineering Support John Stark / Paperback / Published 1992 Read more about this title...  Implementing Concurrent Project Management (Engineering and Systems Management) Quentin C. Turtle / Hardcover / Published 1994 Read more about this title...  The Seamless Enterprise : Making Cross Functional Management Work : Lessons for Executives and Managers on Concurrent Engineering, Continuous Improve Dan Dimancescu / Paperback / Published 1995 Read more about this title...  Software Design Methods for Concurrent and Real-Time Systems (Sei Series in Software Engineering) Hassan Gomaa / Hardcover / Published 1993 Read more about this title...  Successful Implementation of Concurrent Engineering Products and Processes Sammy G. Shina (Editor) / Hardcover / Published 1997  Advances in Concurrent Engineering : Ce97 : Planning and Scheduling Organization and Management Information and Process Modeling Collaborative decisio Subra Ganesan (Editor), et al / Paperback / Published 1997  What Every Engineer Should Know about Concurrent Engineering Thomas A. Salomone / Hardcover Read more about this title...  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[100]=new Array("bookstore/topics/sub-cat/topic1_sub4.htm","Integrated Product Development ","","Integrated Product Development  Concurrent Engineering Fundamentals : Integrated Product Development (Prentice Hall International Series in Industrial and Systems Engineering) Vol 2 Biren Prasad, Prasad Biren / Hardcover / Published 1996 Read more about this title...  Integrated Product and Process Design and Development : The Product Realization Process (Energy Engineering Series) Edward B. Magrab, Edward B. Magrah / Hardcover / Published 1997 Read more about this title...  Reengineering : Leveraging the Power of Integrated Product Development V. Daniel Hunt / Paperback / Published 1995 Read more about this title...  Concurrent/Simultaneous Engineering Systems : The Way to Successful Product Development H.-J Bullinger (Editor), Joachim Warschat / Paperback / Published 1995 Read more about this title...  Integrated Product and Process Development : Methods, Tools, and Technologies (Wiley Series in Engineering Design and Automation) John M. Usher, et al / Hardcover / Published 1998 Read more about this title...  Integrated Product Development M. Myrup Andreasen / Hardcover / Published 1987  The Organisation of Integrated Product Development (Advanced Manufacturing) Victor Paashuis / Hardcover / Published 1997  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[101]=new Array("_vti_bin/shtml.dll/bookstore/topics/topic1.htm/map/","_vti_bin/shtml.dll/bookstore/topics/topic1.htm/map/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "bookstore/topics/topic1.htm/map/"");s1[102]=new Array("bookstore/topics/sub-cat/topic2_sub1.htm","CAE (Computer Aided Engineering)","","CAE (Computer Aided Engineering)  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[103]=new Array("bookstore/topics/sub-cat/topic2_sub2.htm","Computer-Aided Engineering","","Computer-Aided Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[104]=new Array("bookstore/topics/sub-cat/topic2_sub3.htm","Design Engineering ","","Design Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[105]=new Array("bookstore/topics/sub-cat/topic2_sub4.htm","Design for Life Cycle Cost","","Design for Life Cycle Cost  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[106]=new Array("bookstore/topics/sub-cat/topic2_sub5.htm","Design for Maintainability","","Design for Maintainability  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[107]=new Array("bookstore/topics/sub-cat/topic2_sub6.htm","Design for Manufacture & Assembly","","Design for Manufacture & Assembly  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[108]=new Array("bookstore/topics/sub-cat/topic2_sub7.htm","Design for Reliability","","Design for Reliability  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[109]=new Array("bookstore/topics/sub-cat/topic2_sub8.htm","Design for Testability","","Design for Testability  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[110]=new Array("bookstore/topics/sub-cat/topic2_sub9.htm","Design for the Environment","","Design for the Environment  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[111]=new Array("bookstore/topics/sub-cat/topic2_suba.htm","Design Guidelines","","Design Guidelines  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[112]=new Array("bookstore/topics/sub-cat/topic2_subb.htm","Design Process ","","Design Process  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[113]=new Array("bookstore/topics/sub-cat/topic2_subc.htm","Design Repositories","","Design Repositories  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[114]=new Array("bookstore/topics/sub-cat/topic2_subd.htm","Design Reviews","","Design Reviews  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[115]=new Array("bookstore/topics/sub-cat/topic2_sube.htm","Engineering Design","","Engineering Design  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[116]=new Array("bookstore/topics/sub-cat/topic2_subf.htm","Hardware Design","","Hardware Design  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[117]=new Array("bookstore/topics/sub-cat/topic2_subg.htm","Improved Design ","","Improved Design  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[118]=new Array("bookstore/topics/sub-cat/topic2_subh.htm","Industrial Design & Modeling","","Industrial Design & Modeling  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[119]=new Array("bookstore/topics/sub-cat/topic2_subi.htm","Knowledge-Based Engineering","","Knowledge-Based Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[120]=new Array("bookstore/topics/sub-cat/topic2_subj.htm","Logistics Engineering","","Logistics Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[121]=new Array("bookstore/topics/sub-cat/topic2_subk.htm","Re-Engineering","","Re-Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[122]=new Array("bookstore/topics/sub-cat/topic2_subl.htm","Reliability Engineering","","Reliability Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[123]=new Array("bookstore/topics/sub-cat/topic2_subm.htm","Reverse Engineering","","Reverse Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[124]=new Array("bookstore/topics/sub-cat/topic2_subn.htm","Robust Design","","Robust Design  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[125]=new Array("bookstore/topics/sub-cat/topic2_subo.htm","Top-down Design","","Top-down Design  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[126]=new Array("_vti_bin/shtml.dll/bookstore/topics/topic2.htm/map/","_vti_bin/shtml.dll/bookstore/topics/topic2.htm/map/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "bookstore/topics/topic2.htm/map/"");s1[127]=new Array("bookstore/topics/sub-cat/topic3_sub1.htm","Analytical Modeling","","Analytical Modeling  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[128]=new Array("bookstore/topics/sub-cat/topic3_sub2.htm","Computer Modeling","","Computer Modeling  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[129]=new Array("bookstore/topics/sub-cat/topic3_sub3.htm","Cost Modeling","","Cost Modeling  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[130]=new Array("bookstore/topics/sub-cat/topic3_sub4.htm","Design to Cost","","Design to Cost  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[131]=new Array("bookstore/topics/sub-cat/topic3_sub5.htm","Design to Life Cycle Cost","","Design to Life Cycle Cost  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[132]=new Array("bookstore/topics/sub-cat/topic3_sub6.htm","Failure Analysis","","Failure Analysis  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[133]=new Array("bookstore/topics/sub-cat/topic3_sub7.htm","Failure Mode & Effects Analysis/FMEA","","Failure Mode & Effects Analysis/FMEA  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[134]=new Array("bookstore/topics/sub-cat/topic3_sub8.htm","Life Cycle Cost","","Life Cycle Cost  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[135]=new Array("bookstore/topics/sub-cat/topic3_sub9.htm","Life Cycle Engineering","","Life Cycle Engineering  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[136]=new Array("bookstore/topics/sub-cat/topic3_suba.htm","Life Cycle Cost Models","","Life Cycle Cost Models  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[137]=new Array("bookstore/topics/sub-cat/topic3_subb.htm","Life Cycle Planning","","Life Cycle Planning  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[138]=new Array("bookstore/topics/sub-cat/topic3_subc.htm","Life Cycle Process","","Life Cycle Process  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[139]=new Array("bookstore/topics/sub-cat/topic3_subd.htm","Modeling","","Modeling  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[140]=new Array("bookstore/topics/sub-cat/topic3_sube.htm","Modeling and Tools","","Modeling and Tools  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[141]=new Array("bookstore/topics/sub-cat/topic3_subf.htm","Modeling Applications","","Modeling Applications  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[142]=new Array("bookstore/topics/sub-cat/topic3_subg.htm","Optimal Processes","","Optimal Processes  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[143]=new Array("bookstore/topics/sub-cat/topic3_subh.htm","Product Life Cycle Management","","Product Life Cycle Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[144]=new Array("bookstore/topics/sub-cat/topic3_subi.htm","Solids Modeling","","Solids Modeling  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[145]=new Array("_vti_bin/shtml.dll/bookstore/topics/topic3.htm/map/","_vti_bin/shtml.dll/bookstore/topics/topic3.htm/map/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "bookstore/topics/topic3.htm/map/"");s1[146]=new Array("bookstore/topics/sub-cat/topic4_sub1.htm","CIM (Computer Integrated Manufacturing)","","CIM (Computer Integrated Manufacturing)  Cim : Principles of Computer-Integrated Manufacturing Jean-Baptiste Waldner, W.J. Duffin (Translator) / Paperback / Published 1992 Read more about this title... The CIM Debacle; Methodologies for Software Interoperability Valdew Singh / Hardcover / Published 1997 Read more about this title... Cim Technology : Fundamentals and Applications Russell Biekert, et al / Paperback / Published 1993 Read more about this title... Organization and Management of Advanced Manufacturing Waldemar Karwowski, Gavriel Salvendy (Contributor) / Paperback / Published 1994 Read more about this title... Design for Manufacturability : A Systems Approach to Concurrent Engineering and Ergonomics M. Helander, M. Nagamachi / Hardcover / Published 1992 Read more about this title... Computer Integrated Manufacturing : A Total Company Competitive Strategy Alan Weatherall (Editor) / Hardcover / Published 1992 Our Price: $62.95 (Special Order) Read more about this title... Systems Approach to Computer-Integrated Design and Manufacturing Nanua Singh / Paperback / Published 1995 Read more about this title...  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[147]=new Array("bookstore/topics/sub-cat/topic4_sub2.htm","Computer-Aided Test","","Computer-Aided Test  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[148]=new Array("bookstore/topics/sub-cat/topic4_sub3.htm","Fabrication","","Fabrication  Computer-Aided Electronic Circuit Board Design and Fabrication : Using Orcad/Sdt and Orcad/Pcb Software Tools Akram Hossain / Paperback / Published 1996 Read more about this title... Controlled Release Systems : Fabrication Technology Vol 2 S.T. Hsieh Deans (Editor) / Hardcover / Published 1988 Read more about this title...    The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[149]=new Array("bookstore/topics/sub-cat/topic4_sub4.htm","Rapid Manufacturing","","Rapid Manufacturing  Rapid Prototyping : Principles & Applications in Manufacturing Chua Chee Kai, Leong Kah Fai / Paperback / Published 1997 Rapid Response Manufacturing : Contemporary Methodologies, Tools and Technologies (Manufacturing Systems) J. Dong (Editor) / Hardcover / Published 1997 Rapid Prototyping & Manufacturing : Fundamentals of Stereolithography Paul F., Ph.D. Jacobs / Published 1993  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[150]=new Array("bookstore/topics/sub-cat/topic4_sub5.htm","Manufacturing","","Manufacturing  Achieving World Class Manufacturing Through Process Control Joseph P. Shunta / Paperback / Published 1994 Read more about this title... Agile Product Development for Mass Customization: How to Develop and Deliver Products for Mass Customization, Niche Markets, JIT, Build-to-Order, and Flexible Manufacturing David M. Anderson, et al / Hardcover / Published 1997 Read more about this title... Applied Measurement Engineering : How to Design Effective Mechanical Measurement Systems Charles P. Wright / Hardcover / Published 1994 Read more about this title... Manufacturing Planning and Control Systems Thomas E. Vollmann, et al / Hardcover / Published 1997 Read more about this title... World Class Manufacturing Casebook : Implementing Jit and Tqc Richard J. Schonberger / Paperback / Published 1995 21st Century Manufacturing : Creating Winning Business Performance Thomas G. Gunn / Paperback / Published 1995 Read more about this title...  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[151]=new Array("bookstore/topics/sub-cat/topic4_sub6.htm","Manufacturing Teams","","Manufacturing Teams  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[152]=new Array("bookstore/topics/sub-cat/topic4_sub7.htm","Production","","Production  5S for Operators : 5 Pillars of the Visual Workplace Hiroyuki Hirano, Melanie Rubin / Paperback / Published 1996 Read more about this title... Achieving Stretch Goals : Best Practices in Manufacturing for the New Millennium (Prentice Hall International Series in Industrial and Systems enginee Jonathan J. Golovin / Hardcover / Published 1997 Read more about this title... Toyota Production System; Beyond Large-Scale Production Taiichi Ohno / Hardcover / Published 1988 Read more about this title...  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[153]=new Array("_vti_bin/shtml.dll/bookstore/topics/topic4.htm/map/","_vti_bin/shtml.dll/bookstore/topics/topic4.htm/map/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "bookstore/topics/topic4.htm/map/"");s1[154]=new Array("bookstore/topics/sub-cat/topic5_sub1.htm","Communications Skills","","Communications Skills  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[155]=new Array("bookstore/topics/sub-cat/topic5_sub2.htm","Conflict Resolution","","Conflict Resolution  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[156]=new Array("bookstore/topics/sub-cat/topic5_sub3.htm","Consensus Decision-Making","","Consensus Decision-Making  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[157]=new Array("bookstore/topics/sub-cat/topic5_sub4.htm","Cross-Functional Teams","","Cross-Functional Teams  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[158]=new Array("bookstore/topics/sub-cat/topic5_sub5.htm","Decision Making","","Decision Making  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[159]=new Array("bookstore/topics/sub-cat/topic5_sub6.htm","Design Teams","","Design Teams  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[160]=new Array("bookstore/topics/sub-cat/topic5_sub7.htm","Engineering Teams","","Engineering Teams  Virtual Teams : Reaching Across Space, Time, and Organizations With Technology Jessica Lipnack, Jeffrey Stamps / Hardcover / Published 1997 Read more about this title...   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[161]=new Array("bookstore/topics/sub-cat/topic5_sub8.htm","Leadership","","Leadership  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[162]=new Array("bookstore/topics/sub-cat/topic5_sub9.htm","Management Leadership","","Management Leadership  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[163]=new Array("bookstore/topics/sub-cat/topic5_suba.htm","Roles & Responsibilities","","Roles & Responsibilities  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[164]=new Array("_vti_bin/shtml.dll/bookstore/topics/topic5.htm/map/","_vti_bin/shtml.dll/bookstore/topics/topic5.htm/map/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "bookstore/topics/topic5.htm/map/"");s1[165]=new Array("bookstore/topics/sub-cat/topic6_sub1.htm","Benchmarking","","Benchmarking  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[166]=new Array("bookstore/topics/sub-cat/topic6_sub2.htm","Best Practices","","Best Practices  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[167]=new Array("bookstore/topics/sub-cat/topic6_sub3.htm","CALS (Computer Aided Acquisition & Logistic Support)","","CALS (Computer Aided Acquisition & Logistic Support)  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[168]=new Array("bookstore/topics/sub-cat/topic6_sub4.htm","Engineering Management","","Engineering Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[169]=new Array("bookstore/topics/sub-cat/topic6_sub5.htm","Engineering Processes and Methods","","Engineering Processes and Methods  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[170]=new Array("bookstore/topics/sub-cat/topic6_sub6.htm","Lessons Learned","","Lessons Learned  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[171]=new Array("bookstore/topics/sub-cat/topic6_sub7.htm","Paradigms","","Paradigms  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[172]=new Array("bookstore/topics/sub-cat/topic6_sub8.htm","Process Planning & Management","","Process Planning & Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[173]=new Array("bookstore/topics/sub-cat/topic6_sub9.htm","Product Development","","Product Development  Accelerating Innovation : Improving the Process of Product Development Marvin L. Patterson / Hardcover / Published 1997  Agile Product Development for Mass Customization: How to Develop and Deliver Products for Mass Customization, Niche Markets, JIT, Build-to-Order, and Flexible Manufacturing David M. Anderson, et al / Hardcover / Published 1997 Read more about this title...  Revolutionizing Product Development : Quantum Leaps in Speed, Efficiency, and Quality Steven C. Wheelwright, Kim B. Clark / Hardcover / Published 1992 Read more about this title...  Superior Product Development : Managing the Process for Innovative Products : A Product Management Book for Engineering and Business Professionals Clement C. Wilson, et al / Paperback / Published 1995 Read more about this title...  The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[174]=new Array("bookstore/topics/sub-cat/topic6_suba.htm","Product Development Processes ","","Product Development Processes  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[175]=new Array("bookstore/topics/sub-cat/topic6_subb.htm","R&D Management","","R&D Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[176]=new Array("bookstore/topics/sub-cat/topic6_subc.htm","Risk Management","","Risk Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[177]=new Array("bookstore/topics/sub-cat/topic6_subd.htm","Structured Processes","","Structured Processes  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[178]=new Array("_vti_bin/shtml.dll/bookstore/topics/topic6.htm/map/","_vti_bin/shtml.dll/bookstore/topics/topic6.htm/map/","","Cannot run the FrontPage Server Extensions' Smart HTML interpreter on this non-HTML page: "bookstore/topics/topic6.htm/map/"");s1[179]=new Array("bookstore/topics/sub-cat/topic7_sub1.htm","Business & Product Strategy","","Business & Product Strategy  From the Ground Up : Six Principles for Building the New Logic Corporation (Jossey-Bass Business and Management Series)          Edward E., III Lawler / Hardcover / Published 1996          Read more about this title...   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[180]=new Array("bookstore/topics/sub-cat/topic7_sub2.htm","Competitive Analysis","","Competitive Analysis  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[181]=new Array("bookstore/topics/sub-cat/topic7_sub3.htm","Frameworks","","Frameworks  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[182]=new Array("bookstore/topics/sub-cat/topic7_sub4.htm","Innovation Management","","Innovation Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[183]=new Array("bookstore/topics/sub-cat/topic7_sub5.htm","Market Research","","Market Research  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[184]=new Array("bookstore/topics/sub-cat/topic7_sub6.htm","Paradigms","","Paradigms  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[185]=new Array("bookstore/topics/sub-cat/topic7_sub7.htm","Project Management","","Project Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[186]=new Array("bookstore/topics/sub-cat/topic7_sub8.htm","Product Planning","","Product Planning  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[187]=new Array("bookstore/topics/sub-cat/topic7_sub9.htm","Product Planning and Management","","Product Planning and Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[188]=new Array("bookstore/topics/sub-cat/topic7_suba.htm","Product Specifications","","Product Specifications  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[189]=new Array("bookstore/topics/sub-cat/topic7_subb.htm","Project Funding","","Project Funding  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: August 01, 2001.");s1[190]=new Array("bookstore/topics/sub-cat/topic7_subc.htm","Project Management","","Project Management  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webmaster@soce.org Last updated: January 15, 2002.");s1[191]=new Array("bookstore/topics/sub-cat/topic7_subd.htm","Technology Deployment","","Technology Deployment  This page is under construction.   The use of the links provided on this page qualify SOCE for commissions on all sales. Please ensure that you use these links to maximize the benefit to this organization.  Use of the search feature will qualify the first sale ONLY after you enter the amazon.com site. So be sure to return to the SOCE Bookstore each time you need to search. Thanks for your support! For topics that are not found on this site, please enter your search criteria below and click on the "search" button. Amazon.com offers over 2.5 million book, music and other titles. For additional information about purchasing books from the SOCE Bookstore, click here. SCPD Guestbook Search page Copyright 1999 Ed Radford Consulting. All rights reserved. For questions regarding this web contact webm