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,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,2019/1/30,2019/1/30,2019/1/30,2,AccentureProduct Lifecycle Management(PLM)Practice,Practice Personnel,Business Benefit,Experience,PLM Practice formed in 1989,Part of$2.5B+Supply Chain Practice(FY04),World-wide footprint,Service line focused on cross industry delivery,Medical&Consumer Products,Industrial Products,Aerospace&Defense,Communications,Electronics&High Tech,Automotive,Accenture,PLM Business Implementation,Methodology,PLM,Feature/Function,Checklist,Repository,of Industry templates and best practice process definitions,PLM diagnostic,and ROI calculator tools,Worldwide Network of,Solution Centers,(providing low cost development and run services),Over 120 successful PLM implementations and Product Development Transformations over the last 15 years,Key alliances with top tier PLM vendors,Business results and references,Implementation experience with most major PLM vendors,Experience from implementations integrated into tools,methodology,and accelerators,Enterprise view to benefits realization and implementation,Assets,2AccentureProduct Lifecycle M,3,Metrics Are An Essential Part of a Healthy Product Development Program,3Metrics Are An Essential Part,4,Business objectives power metrics metrics power business objectives,Creating a Performance Management Architecture,Managing Ongoing Strategic Performance,1.Business Strategy,Use the business strategy as the starting point,2.Business Objectives,Develop key business objectives that will help you to attain your strategy,3.Measures&Metrics,Develop specific indicators to track progress,4.Implement,Gather measures,create the scorecards and use it to make decisions.Incorporate all involved parties in the organization in the process,Use strategy to identify the objectives,Use objectives to identify the measures,Use measures to build the scorecard or other reporting architecture,Measures should be well grounded in the organization.Let key stakeholders be part of defining KPIs,Set performance targets and take corrective actions if they are not met,Use progress against objectives to confirm strategy,4Business objectives power met,5,What about metrics in the context of Product Development?,The mantra for Six Sigma practitioners,You can only manage what you can measure,applies with increasing criticality to New Product Development.Metrics are necessary to understand the current and historical level of product performance,to predict and measure trends and to set goals and reward achievement.,Metrics management is,A mechanism,to facilitate proper decision making,A tool,to highlight situations and issues,On the rise,in Product Development,according to a 2004 survey performed by Goldense Group,Inc.(GGI)of 202 companies from a broad range of industries,The survey indicates that the number of metrics used by the participants has more than doubled since 1998,demonstrating that more companies are trying more metrics.At the same time,the same 5 metrics continue to be used the most for Research&Development,Top Five R&D Metrics in Use Today,R&D spending as a percent of sales,Total patents filed/pending/awarded,Total R&D head count,Number of products/projects in active development,First year sales of new products,SOURCE:Goldense Group,Inc.2004 Survey,5What about metrics in the con,6,Types of Metrics Product Focused,Enterprise Metrics,long term metrics that measure the effectiveness of the business in developing new products,Project Metrics,medium-term metrics that measure effectiveness in executing the development project,Product Metrics,medium-term metrics that measure effectiveness in meeting technical product objectives,Process Metrics,short-term metrics that measure the effectiveness of the NPD process,*,Rephrased from,http:/www.npd- rights reserved,Staff Hours vs.Plan,Turnover Rate,Errors per 1000 lines of code(KSLOC),Number of out-of-phase product changes,Number of requirements changes,Balanced Team scorecard,Project cost performance,Schedule performance,Mean Time Between Failures,Product Compliance,Weight,Unit Production Costs,Breakeven Time,%revenue from New Products(n years),Contract win%,6Types of Metrics Product Fo,7,Types of Metrics Enterprise Focused,FINANCIAL,Shareholder value,SV=Revenue Cost Investment,Return on Capital Employed,Revenue growth from new products-Organic,Profit growth form new products Organic,OPERATIONAL,Number of projects,Number of personnel,Cycle time,Cost of development,Cost of sustaining,Cost of recall/warranty,STRATEGIC,Brand Value,Network Impact,Right the first time,Time-to-market,R&D Efficiency,Market Share,Employee Retention,#of patents,articles,etc.,7Types of Metrics Enterprise,8,Key Metrics Align Product Performance with Corporate Strategy,Planning,Predictive,Proactive,Reactive,Product Maturity,Low,High,Strate
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