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Case Studies
Glenn Pearson
[BIO]
Manager of Quality
and Process Improvement
Fedex
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 |
Hewlett-Packard |
Carol Beamer [BIO]
R&D Program Manager
Hewlett-Packard
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.
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The Changing Metrics of US R&D and their Financial
Implications |
CHI Research |
Dr. Francis Narin
[BIO]
President
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.
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.
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Linking Metrics to Your Company's Balanced Scorecard |
Tellabs |
Guy M. Merritt
[BIO]
Group Program Manager
Tellabs
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.
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Driving Strategic Alignment through Product Development
Portfolio Management |
Halliburton |
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.
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Establishing Effective Cross-Functional Metrics at
Harley-Davidson |
Harley-Davidson |
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Anthony Reese
[BIO]
Director of
Engineering Planning
Harley-Davidson |
Paul C. Wiers,
[BIO]
Director of Product
Office
Harley-Davidson |
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. |
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