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Fast and Flexible Product Development
October 8-10, 2003 / Chicago, IL


Tektronix | RIM | BIODE | HP | P&G/Affinnova | IDEO | Battelle | Baxter

Implementing the "Bounding Box" to Speed Product Development

Laura B. Doyle
former Program Manager

The world of product development is increasingly complex and rapidly changing. Tools, like the "bounding box" that help focus, simplify, and support more proactive behaviors in anticipating and resolving the issues critical to project success are more important than ever. Effective management of communication within and outside the development team, as well as understanding and trust are critical to encouraging and supporting proactive issue resolution. Especially during the earliest phases of the development process, an organization’s standard management tools, its functional policies, rarely provide the guidance a team may need to anticipate, quickly act proactively, and escalate effectively in the face of change and surprise.

The Bounding Box is a flexible tool for real-time product development program management. By building and using a program Bounding Box, both team and management can focus on the critical factors that determine program success. These critical factors may include an effective program response to the changing competitive environment, a change in customer needs, or technology roadblocks. In the process of developing and using a program bounding box, team and management can develop a common understanding of the role each has in controlling these factors.

The presentation will introduce the bounding box tool and cover lessons learned at Tektronix as the bounding box tool and process were developed, implemented, and integrated with existing management processes. Participants will learn when to use a program bounding box; what problems it addresses; how it helps to accelerate product development; how to make it work within a development process; and what makes a good bounding box. We’ll look at some bounding boxes used by development teams and how these evolved as the team and management learned more about their particular development project and learned to more effectively use the tool.

About Laura Doyle
Laura Doyle has 25 years of high tech industry management experience in operational and strategic planning management, materials and manufacturing management and new product and process improvement program management. Her most recent assignment at Tektronix included managing a business unit new product development process improvement program and applying the new processes as new product development program manager. Laura's degrees and certifications include PhD in Systems Science from Portland State University and APICS CPIM*.

Balancing the Demands of Flexible Product Development

David Kruis
Senior Product Managaer
Research in Motion (RIM)

Managing the balance between internal and external stakeholders is a challenge for many technology firms. Whether it is the myriad of often conflicting customer requirements or the consistent pressure on development resources, successful firms must find a way to remain balanced, yet provide the flexibility required in today’s marketplace.

Over the past 5 years at RIM, Dave has been involved in more than a dozen new product developments, product launches, and customer deployments in North America, Europe and Asia. Drawing on these experiences, Dave will provide examples of what ‘to do’ and what ‘not to do’ while managing new product development projects. In each case Dave will highlight the strategies used by RIM in its product development process to manage internal and external demands, and deliver quality product on schedule. Some of the areas discussed will include:

  • Prioritizing new features and functionality in a way that maintains the focus in product development and prevents feature overload.
  • Keeping customers informed and up-to-date on new products under development while properly managing expectations.
  • Managing development projects in a way to ensure product flexibility but not create chaos in the development organization.

David KruisAbout David Kruis
Dave Kruis is a Senior Product Manager at Research In Motion (RIM), a leading designer, manufacturer and marketer of innovative wireless data solutions for the mobile communications market. Dave’s responsibilities include the definition and development of new wireless solutions for the small/medium business markets as well as the Carrier and Service Provider markets. Dave has a Science degree and an MBA, and joined RIM in 1998. RIM's portfolio of award-winning products includes the RIM Wireless Handheld™ product line, the BlackBerry wireless email solution, embedded radio-modems and software development tools. RIM provides solutions for seamless access to time-sensitive information including email, messaging, Internet and intranet-based applications.

Crazy and Chaotic Product Development for the Smart, Small and Sharp

Kerem Durdag
Chief Operating Officer

The presentation will focus on product development specifically for companies that are small in size, are involved in commercializing technology from the lab to the real market, and are staffed with high motivated, cross-functional individuals. Product development without design gates, detailed metrics and project stages will be demonstrated. Product development conducted in a non-linear, organic and creative fashion, reflective of the human environment will be shown, analyzed and discussed. Product development that is contrary to the linear, controlled feedback loop oriented methodology but based on broad principles of chaos will be presented.

 Take Away Tools:

  • how to start the process to think creatively regarding product development

  • how to separate product development activities for cost and performance

  • how to conduct product development with stages or gates
  • how to determine the composition of the product development individuals
  • how to implement a product development focus
  • how to direct a product development vision

About Kerem Durdag
He is currently the Chief Operating Officer of a startup, BIODE, responsible for operations, manufacturing and business development activities to commercialize semiconductor sensors for multiple markets.   He was the past Chief Technical Officer for STEAG HamaTech, Inc, a world leader in optical disc and semiconductor equipment design and manufacture.  Under his tenure, STEAG designed and manufactured the world's first production line for DataPlay technology, and entered the MEMS and opto-electronics market with a new front end wet process chemistry process tool. He has also designed high tech and proprietary technology for rapid commercialization for Visteon, Motorola, Hitachi, IBM and Chrysler and was responsible for several manufacturing optimization initiatives.  He is a winner of SMT Vision 2000 for best new product design and manufacturing in SMT industry.

Choosing the Right Product Development Strategy:
HP's Experience

Bill Crandall
Director of Product Generation Services

Different business strategies demand different product development strategies; one size does not fit all. Drawing on the broad variety of HP's 17 multi-billion dollar product lines, we will describe how HP sets product development strategies to deliver the cost, quality, speed, and risk afforded by the business strategy. For example, HP has different product development strategies to answer each of these questions:

  • How can we develop more products in less time with no increase in headcount and faster supply chain velocity?
  • How can we translate nascent customer understanding into products and respond to market shifts during product development?
  • How can we co-evolve the meaning of brand-new technologies and brand-new markets in parallel to create a fundamentally new business?

We will describe some of the specific techniques -- including platform architecture, evolutionary development, and collaborative development -- that HP uses to implement each of these strategy.

About Bill Crandall
He is Director of Product Generation Services at Hewlett Packard. His team is responsible for extending HP's product development core competency and for delivering shared engineering services across HP. He holds an M.S., Computer Science and M.S., Management from the Massachusetts Institute of Technology (MIT) where he was a fellow in the Leaders for Manufacturing program. At Princeton, he received an A.B. from the Woodrow Wilson School for Public and International Affairs and wrote his thesis on "Software Development for the Strategic Defense Initiative." He is a member of the ACM.

Evolutionary Solutions to Optimize Package Design

Jay Faberman
Former Associate Director
Consumer & Market Knowledge
Procter & Gamble

Ron Gamble
Senior Vice President
Operations & Marketing

Businesses are in a time of accelerated change and increased connectivity - adaptability is critical to success. With competition greater than ever before – companies that do not effectively adapt to the ever-changing environment, will not succeed in the marketplace.

Procter & Gamble had found that store brand imitations of one of its flagship brand’s name and package caused confusion and loss of adoption at the point of sale. Realizing that it had to change the packaging quickly to regain differentiation while retaining brand equity, the company worked with Affinnova and used its IDEA™ solution, a patent-pending technology that uses genetic algorithms to "evolve" concepts, products and brands in response to consumer preferences earlier in the process.

About Jay Faberman
Mr. Faberman has built an extensive career dedicated to developing successful consumer brands through market knowledge. Jay has recently completed a 17-year run with Procter & Gamble (P&G), where he most recently was responsible for North American Feminine Care Marketing Research and Global New Brand Development. Before that he was the Associate Director of Consumer & Market Knowledge, dedicated to the global development and introduction of new of P&G’s new brands such as: Febreze®, Swiffer®, and Dryel®. Earlier at the company, Jay led the Skin Care Marketing Research group. Jay came to P&G through Richardson Vicks, which P&G acquired in 1985. There, Jay worked with brands such as Oil of Olay®, Clearasil®, and Pantene®, as well as denture adhesives, new products and acquisitions. Prior to Richardson Vicks, Jay was at for General Foods, where his focus was extensively on pet foods on both new and established brands. Jay started his career at Philip Morris, as Marketing Research Analyst. Jay is the past Chairman of the Advertising Research Foundation’s (ARF) Qualitative Research Council. He has also been published in The Qualitative Research Market Study, Journal of Advertising Research and in the ARF’s Qualitative Focus. Jay has taught Marketing, Consumer Behavior, and Marketing Research at Xavier University, Fairfield University, Western Connecticut University, and Adelphi University. His own education includes a BA in Mathematics from Bucknell University and an MBA from Columbia University. 

About Ron Gamble
A seasoned entrepreneurial executive, Mr. Gamble is responsible for the operations, marketing and product development for Affinnova. Prior to Affinnova, Ron was the CEO of LLC, an online subsidiary of the $1.2 billion specialty retailer, Quality Stores. Ron managed all business development efforts for the company, and oversaw the operations of the 80 person / $12 million catalog and Internet business. Before, Ron was the Vice President of Product Marketing at Lycos, where he was responsible for the management and operation of all of the company’s products. Ron came to Lycos through the acquisition of WiseWire, where he was Director of Product Management. WiseWire developed and licensed agent technology software that utilized collaborative and content-based filtering. Prior to WiseWire, Ron worked for Intuit where he led the marketing management of its mutual fund technology and services unit, GALT Technologies. In addition, Ron has 8 years of leadership experience as a United States Naval Flight Officer. During the Gulf War he flew several combat missions over northern Iraq, and has twice been awarded the Navy Achievement Medal for outstanding leadership and management performance. Mr. Gamble holds a Bachelor of Science degree in Biology and an MBA from the Virginia Polytechnic Institute (Virginia Tech).

Focus and Fluidity:
Product Development and the Art of Innovation

Craig Sampson
IDEO Chicago

Andrew Burroughs
Senior Engineer

Successful companies aspire to more then just getting to market quickly: a focus on users and an emphasis on enlightened trial and error can help realize the higher goal of a compelling and sustainable future. A world leader in innovation, IDEO has a multitude of lessons to share in the user-centered design of products, services, and environments. Based on his own product development experiences and the themes echoed in "The Art of Innovation - Research and Design Lessons from IDEO," Craig will demonstrate how companies and individuals can be more creative, more innovative, and more effective in both their work and the realization of their innovation goals. He will also explore the methodologies of user-focused design, brainstorming, rapid prototyping, and cross-pollination to show how they have made the critical difference in a wide variety of IDEO projects.

In an era when service and product companies alike are challenged with creating meaningful products, effective user interfaces, productive environments, and attractive business models, Craig will examine the pivotal intersection of customer usability, technical feasibility and business viability. Andrew Burroughs, Sr. Engineer, will share a case study illustrating how the use of prototyping throughout the development process enables teams to identify needs, delight users, and inspire alignment and support by all project stakeholders.

Craig SampsonAbout Craig Samson
Craig is founder and director of IDEO’s Chicago area office in Evanston, Illinois. IDEO is the world’s leading designer of products, services, and environments. Craig joined IDEO in Palo Alto, California in 1985 and founded IDEO Chicago in 1990. Before joining IDEO, Craig held positions at AT&T Bell Laboratories, Hewlett-Packard and Eastman Kodak.

Andrew BurroughsAbout Andrew Burroughs
Andrew joined IDEO Chicago in 1992 as a product design engineer. At IDEO, he has led multidisciplinary project teams in the development of both low-cost consumer products and high volume medical devices. He has expertise in plastic part design and design for high speed automated assembly.

Prior to IDEO, Andrew worked for five years as a consulting design engineer in Madison, Wisconsin for clients such as 3M, Motorola, and Snap-On Tools. Andrew holds a Master of Design degree from the Royal College of Art in London in Industrial Design Engineering. He received his Bachelor of Science in Mechanical Engineering from London's Imperial College of Science, Technology, and Medicine.

Speeding Time to Market with Early and Frequent Prototyping

Ray Sander
Battelle Product Development Group

Many companies recognize the need to compress time schedules and speed up their development process. Some believe they are even doing it but yet miss deadlines or watch their competition beat them to market. Program managers find they need to make concessions to the design to meet deadlines. Manufacturing is brought in late with little or no say. Unfortunately we all find ourselves juggling many of the above problems with our projects.

Mr. Sander will discuss rapid prototyping, concept modeling, animations, simulations and how these can speed your time to market. We will discuss methods to model prototypes in an economical fashion that can be used to develop and drive your design process instead of just validate it. We will explore the mis-use of rapid prototyping and identify new approaches and methodologies. We will discuss trade offs between Early-Stage Prototyping and later stage modeling with too more detail. We will look at some case studies of how Battelle used Modeling to develop new technology, uses models to support marketing, produce clinical parts for medical products, and explore the possibilities of virtual modeling.

You will come away with some new ideas of how to plan your projects with a "Model Early Model Often" approach. You will have a better understanding of how to make cultural changes in how your people look at prototyping and its implementation.

  • Model Early Model Often
  • Models driven by "What Ifs"
  • Concept Modelers vs. Rapid Prototyping
  • Virtual Modeling and Simulations
  • Getting Clients and Teams involved with Models
  • Case Studies

About Ray Sander
Ray Sander is the lead model maker for Battelle Product Development Group. With over 25 years of experience in pattern, model making, silicone tooling and manufacturing, he has world-class mechanical skills and diverse options to parts design and manufacturing. His extensive background experience includes rapid development of functional prototypes for all levels of product development, visual/appearance models for market research, customer focus groups, human factors, and user interface development, and low volume prototype/production runs of Urethane and Epoxy cast parts.

The Race:
From Concept to Manufacturing

Terry Kreplin
Senior Engineering Specialist
Baxter Healthcare

kreplin50.gif (4303 bytes)About Terry Kreplin
Terry Kreplin is a Senior Engineering Specialist with Baxter Healthcare Corp., responsible for the (RPD) Rapid Product Development and (CAM) Computer Aided Manufacturing Groups. The RPD/CAM Group is dedicated to compressing the manufacturing time, using databases and new / traditional production techniques to deliver products to the marketplace. Terry joined the company’s CAD/CAM Group in 1983, and has been responsible for the product, toolpathing, and system designs, to advance manufacturing while lowering required time to market. Terry has completed his apprenticeship through Senior Moldmaker status, holds an AS of Technology from Triton College, an AS of Engineering from Elgin College, and a BS of Industrial Technology from Southern Illinois University. Terry is involved in both the National Center for Manufacturing Sciences (NCMS), Rapid Prototyping Technology Advancement (RPTA) consortia, and The Georgia Tech RPMI.


More case study info coming soon...