You’ve hired the high price consultants. You’ve done the SWOT analysis. You’ve word-smithed the Mission Statement and your Strategy is in place. You’ve hired the higher priced consultants, done the forecasting to populate the spreadsheets that calculate DCF or NPV. You’ve segmented your markets, customers, and anything else you could think of. You’ve looked at all of this through the prism of your Strategy and the end result is your Portfolio of projects that are certain to make you a wealthy and profitable market leader.

Measurements drive behaviors and CCBM measurements drive the behaviors that allow organizations to execute their Portfolio of projects faster and more effectively than their competition. With CCBM, victory is only one implementation away.

Gene Kania
President
More Capacity

Since 1997, Eugene Kania has been pioneering the use of Critical Chain Buffer Management (CCBM) in New Product Development (NPD). His clients include major corporations in the semiconductor, pharmaceutical and transportation industries as well as smaller suppliers to those industries. He has spent his entire career in product development in many roles from engineering to business unit management.

The best metrics won't help you or your company unless you can get both management and working levels involved and paying attention to them. This highly interactive workshop will demonstrate a proven, practical approach to achieve the three key enablers of successful metrics:

1) Alignment to business strategies and upper level goals are critical to gaining management buy-in. "Metrics trees" will be demonstrated starting with management imperatives passed down through levels and across functions.

2) Ownership at the performing level is best achieved when the responsible individual or organization generates the metrics themselves using a simple, repeatable process based on clear goals. "It’s my metric" always works better than those dictated by people further from the actual work.

3) Simplicity is demonstrated through a systematic search for the critical few metrics followed by a process complexity reduction. Feasibility and effectiveness screening are demonstrated using real case study examples.

Take-aways include:

• Metrics tree tool to achieve buy-in
• Metrics generation checklist for ownership
• Critical few criteria to reduce the number of metrics
• Feasibility & effectiveness approach to reduce metrics complexity

Wayne Mackey
Principal
Product Development Consulting, Inc.

Mr. Mackey has been a Principal with Product Development Consulting, Inc. since 1997. Prior to joining PDC, he worked in industry for 20 years in high tech, aerospace and automotive fields. He has been a keynote speaker and invited conference chairman for topics in rapid organizational change and metrics. Mr. Mackey has presented at each of the prior six Management Roundtable metrics conferences and chaired the first two. He has a BS in Electrical Engineering and Economics from Carnegie Mellon University and an MS in Engineering from Loyola Marymount University.

This workshop will examine the issues in measuring new product development projects and the available metrics to assess technology and innovation. The workshop will also focus on value from technology and how to measure it. What works and does not work in deriving value from technology, and which metrics are more suitable to specific tasks in such evaluation efforts.

Attendees will learn:

• How to define metrics and what are the key categories of metrics of technology and new products?

• What are the advantages and disadvantages of using specific metrics for specified tasks in evaluation of technology and new product development?

• How to measure value derived from technology? What works and does not work in quantifying technology?

• What can we learn from the experience of companies in manufacturing, healthcare, and telecommunications?

Dr. Eliezer Geisler
Professor and Associate Dean for Research - Stuart Graduate School of Business,
Illinois Institute of Technology

Eliezer (Elie) Geisler is Professor and Associate Dean for Research at the Stuart Graduate School of Business, Illinois Institute of Technology. He holds a doctorate from the Kellogg School at Northwestern University. Dr. Geisler is the author of about 90 papers in the areas of technology and innovation management, the evaluation of R&D, science and technology, and the management of medical technology. He is the author of 8 books, including: The Metrics of Science and Technology (2000), and Creating Value with Science and Technology (2001). Dr. Geisler was founder and editor of the Department of Information Technology for the IEEE Transactions on Engineering Management, and is associate editor of the International Journal of Healthcare Technology and Management. He consulted for major corporations and for many federal departments, such as Defense, Commerce, EPA, Energy, and NASA. Dr. Geisler is Director of IIT’s Center for the Management of Medical Technology (CMMT ).

Are your people spending time on the right issues? Are they sitting in the right meetings? Have you closed the gap between desired outcomes and day-to-day activities? Unfortunately, the things most companies measure, don’t determine long-term success and the things employees do have only vague connection to strategic expectations.

Developing and Cascading the Balanced Scorecard: How to Measure What Really Matters deploys four steps to help participants get maximum results from their balanced scorecard.

Strengthen: To ensure your scorecard moves from brain to feet, make sure your scorecard sends the right message. For example, a manager in a tissue factory who has a production target measured in tons/year will turn out the heaviest tissue paper you ever blew your nose with. If we fail to measure what really matters, we will produce perverse results.

Simplify: It’s easy to make things complex! In every organization, management interacts cross functionally, splitting responsibility and forcing employees into ad hoc activities and daily fire fighting. If we fail to measure what really matters, we measure effort rather than results.

Systematize: Performance increases when all aspects that surround a process are addressed in a strategic, disciplined manner. For example, the quality of local "fast food" service is increased if the individual handling orders understand the cook’s responsibilities. And the person who wraps and bags the food is much more effective if they are required to personally talk to the people who received an incorrect order. If we fail to measure what really matters, we cannot link what is expected with what must be done.

Select: If you want people to deliver results, then supervisors and managers must know the desired behaviors and develop the skills of "instant recognition." The scorecard must be integrated into ongoing practices. If we fail to measure what really matters, we build "Report cards" not scorecards.

 Workshop Deliverables:

• Discover the critical difference between a report card, and a scorecard.
• Take away four critical documents that link strategy and activities. (Strategic Blueprint, Strategy Map, Scorecard Template, Deployment Template)
• Make the scorecard your own and ensure alignment.
• Replace ineffective thinking with a strategy that really drives your business.
• Develop accountability across your organization,
• Discuss why your people don’t think before they act.
• Review the requirements that make our metrics trickle?

Bill Hendricks
Sr. Consultant
Orion Development Group

With 20 years of training and development experience, Bill Hendricks knows how to equip people and grow their business skills. From his work with high performing athletes to performance management consulting with many of today’s Fortune 500 companies, knows how to build accountability and meet expectations.

He is the author of six business books, two were chosen Top 30 Best Business Books in their year of release, and he is highly regarded for his work in areas of conflict management and performance improvement. From coach to corporate offices, Dr. Hendricks has built people and changed organizations.

Bill clearly understands the dynamics of organizational development and the tension of today’s workplace. Today

he provides instruction and subject matter expertise in the executive development programs at seven major universities including: Colorado State, Michigan State, the University of Florida, University of Texas, Pepperdine, Rutgers and George Mason University.

This highly interactive workshop will take you through a step-by-step process of developing a critical set of R&D/Product Development metrics for your organization.

• You will learn how to select metrics that can measure both a specific performance and can be synthesized to measure overall performance
• You will be able to identify 3 – 10 value added metrics for each of the 4 key performance areas outline above; from these metrics, you will determine which 6 – 10 metrics will comprise your "top level" set of metrics for R&D and/or Product Development
• Strategies for implementing metrics systems: advantages/disadvantages

Bradford L. Goldense
President
Goldense Group, Inc.

Brad Goldense, President of GGI, has been assisting engineering and manufacturing companies for the past twenty years in assessing, developing, and implementing competitive business changes. Mr. Goldense has consulted to over 75 Fortune 1000 companies and has done work in well over 250 manufacturing plants. He specializes in several areas including: strategic planning, reengineering, product development, manufacturing management, and engineering/manufacturing design/information systems. For the past five years, Mr. Goldense has concentrated his efforts in the concurrent engineering and engineering automation areas to reduce cycle times product development and manufacturing functions.