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Sixth Annual Metrics Conference

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Case Studies
Fedex Case Study


Glenn Pearson [BIO]
Manager of Quality and Process Improvement

FedEx uses real time metrics to effectively monitor Service Quality Indicators on a daily basis and evaluate new product development performance. A key shift in FedEx’s deployment of metrics has involved tying metrics directly to customer experiences as a way of making critical decisions. This presentation uses the Baldrige template to present the role that metrics play throughout the company in running daily operations and making key decisions on new products and strategy.

Reinventing New
Product Generation
Metrics for TTM at HP


Carol Beamer [BIO]
R&D Program Manager

Hewlett-Packard’s Inkjet Printing System entity reinvented some of its key New Product Generation metrics relating to TTM in order to continue its focus and improvement on Time-to-Market and New Product Development. Key aspects of this reinvented system include: executive dashboard visibility, entity and program level metrics and accountability, and overall system consistency, balance, and emphasis on actions. Additionally, in order to provide more rapid feedback as well as to strengthen linkages to needed development process improvement programs, ‘process-level’ metrics are being implemented within the Inkjet Technology Platforms division. This process-level metric is called "Learning Cycle" and the lessons learned about its development and deployment will be discussed.

The Changing Metrics of US R&D and their Financial Implications

CHI Research

Dr. Francis Narin [BIO]
CHI Research

Over the last decade dramatic changes have occurred in the US R&D landscape. These changes have significant financial implications, because of the emerging metrics linking R&D and Technology Quality to financial performance and stock market prices.

Specifically, we will show that:

  • Information & health technologies have become much more prominent in the technological landscape.
  • Innovation and research output on the West Coast has overtaken traditionally stronger areas on the East Coast.
  • Europe has overtaken the US in publication output and many countries are more dynamic than the US.
  • Most science is produced in networks of researchers collaborating across institutional boundaries.
  • Public sector/private sector roles in research and innovation are getting more complex and less differentiated.
  • From the local perspective, public sector science can have an enhanced impact on in-state technology.
  • Every dollar invested in chemical R&D produces $2 in operating income over six years, an average annual return of 17% after taxes.
  • A Portfolio of 20 top companies, picked because of the quality of their patents compared to their stock market price/book, would have wildly outperformed all market averages for the last decade, and barely noticed the market drop early in 2001.

Practical Tips
for Selecting and
Using Metrics


Greg M. Ajamian [BIO]
Senior Project Manager
DuPont Consulting Solutions

Someone once said, "you don't get what you want, you get what you measure". Companies measure hundreds of things, all the time, but don't seem to achieve their desired results, can't affect a desired change, or worst of all, move things in the wrong direction. DuPont businesses have used a wide variety of measures over the years and have found some that work well, some that don't, and some that work in unexpected ways. Using specific examples from various DuPont businesses, this talk will provide you with concise descriptions of the types of metrics to consider and practical tips for selecting and using those metrics. Actual cases will illustrate how your choice of metrics can help or hinder you in quantifying performance, justifying decisions, balancing your portfolio, and managing product development.

Linking Metrics to Your Company's Balanced Scorecard


Guy M. Merritt [BIO]
Group Program Manager

Today's business environment demands results that shows a company is not only thriving but will continue to grow into the future. In response to these demands, Tellabs has developed two measurement systems: the Balanced Scorecard and the Broadband Media Group's Metric Display. This presentation will outline how both systems are deployed at Tellabs.

Tellabs' Balanced Scorecard is an internal measurement system designed to present a comprehensive picture of our business as measured against goals defined for the company. The Broadband Media Group's Metric Display (BMG-MD) shows how an individual division at Tellabs links its unique business metrics to the Balanced Scorecard. The BMG-MD is a web based application that provides information on finances, quality, time to market, in process project metrics and how we impact our customer's business by measuring rates of equipment returns and the type of calls requested by our customers through our technical support system.

Driving Strategic Alignment through Product Development Portfolio Management


David Gray [BIO]
Product Development & Commercialization Director
Halliburton Energy Services Group

This presentation will examine how product development portfolio management efforts can create understanding and drive alignment with strategic goals. At Halliburton, top management's vision drives specific business unit strategies that, in turn, drive specific product development projects. The portfolio provides visibility and common performance metrics to assess the efforts from the top down. More importantly, the portfolio provides the business unit management teams effective tools to evaluate and set priorities on specific projects. You will learn the steps required to develop and implement a portfolio template for use across various business units. With more than one hundred major new product development projects in six different technology centers, one common portfolio management process has been implemented at Halliburton to align organizational goals and improve overall company performance.

Establishing Effective Cross-Functional Metrics at Harley-Davidson



Anthony Reese [BIO]
Director of Engineering Planning

Paul C. Wiers, [BIO]
Director of Product Office

Paul Wiers and Anthony Reese lead much of the improvement activity associated with Product Development and Engineering at the Harley-Davidson Motor Company. They will share their strategies for establishing and integrating metrics and measures as key components of these improvement activities.

Harley-Davidson has been a pioneer in facilitating employee involvement since its "near-death" experience in the early eighties. The company has found good metrics to be especially key when exercising an empowered product development workforce. Enabling a balance between empowerment, creativity, and performance measures has proven to be a significant challenge and opportunity. Utilizing a middle-out approach, Harley-Davidson has enabled its workforce to establish meaningful measures deep in the organization. Tony and Paul will discuss the methodology they have used to ensure timely creation, visibility, and focus on cross-functional metrics that have yielded positive results at all levels of the organization.

Supporting Organizations:
Sopheon   Sloan Management Review


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