划 商务办公用ppt

站长站素材SC.chinaz.COM2AccentureProductLifecycleManagement(PLM)PracticePracticePersonnelBusinessBenefitExperiencePLMPracticeformedin1989Partof$2.5B+SupplyChainPractice(FY04)World-widefootprintServicelinefocusedoncrossindustrydelivery•Medical&ConsumerProducts•IndustrialProducts•Aerospace&Defense•Communications•Electronics&HighTech•AutomotiveAccenturePLMBusinessImplementationMethodologyPLMFeature/FunctionChecklistRepositoryofIndustrytemplatesandbestpracticeprocessdefinitionsPLMdiagnosticandROIcalculatortoolsWorldwideNetworkofSolutionCenters(providinglowcostdevelopmentandrunservices)Over120successfulPLMimplementationsandProductDevelopmentTransformationsoverthelast15yearsKeyallianceswithtoptierPLMvendorsBusinessresultsandreferencesImplementationexperiencewithmostmajorPLMvendorsExperiencefromimplementationsintegratedintotools,methodology,andacceleratorsEnterpriseviewtobenefitsrealizationandimplementationAssets3MetricsAreAnEssentialPartofaHealthyProductDevelopmentProgram4Businessobjectivespowermetrics…metricspowerbusinessobjectivesCreatingaPerformanceManagementArchitectureManagingOngoingStrategicPerformance1.BusinessStrategyUsethebusinessstrategyasthestartingpoint2.BusinessObjectivesDevelopkeybusinessobjectivesthatwillhelpyoutoattainyourstrategy3.Measures&MetricsDevelopspecificindicatorstotrackprogress4.ImplementGathermeasures,createthescorecardsanduseittomakedecisions.IncorporateallinvolvedpartiesintheorganizationintheprocessUsestrategytoidentifytheobjectivesUseobjectivestoidentifythemeasuresUsemeasurestobuildthescorecardorotherreportingarchitectureMeasuresshouldbewellgroundedintheorganization.LetkeystakeholdersbepartofdefiningKPI´sSetperformancetargetsandtakecorrectiveactionsiftheyarenotmetUseprogressagainstobjectivestoconfirmstrategy5WhataboutmetricsinthecontextofProductDevelopment?ThemantraforSixSigmapractitioners,Youcanonlymanagewhatyoucanmeasure,applieswithincreasingcriticalitytoNewProductDevelopment.Metricsarenecessarytounderstandthecurrentandhistoricallevelofproductperformance,topredictandmeasuretrendsandtosetgoalsandrewardachievement.MetricsmanagementisAmechanismtofacilitateproperdecisionmakingAtooltohighlightsituationsandissuesOntheriseinProductDevelopment,accordingtoa2004surveyperformedbyGoldenseGroup,Inc.(GGI)of202companiesfromabroadrangeofindustriesThesurveyindicatesthatthenumberofmetricsusedbytheparticipantshasmorethandoubledsince1998,demonstratingthatmorecompaniesaretryingmoremetrics.Atthesametime,thesame5metricscontinuetobeusedthemostforResearch&Development…TopFiveR&DMetricsinUseToday1.R&Dspendingasapercentofsales2.Totalpatentsfiled/pending/awarded3.TotalR&Dheadcount4.Numberofproducts/projectsinactivedevelopment5.FirstyearsalesofnewproductsSOURCE:GoldenseGroup,Inc.2004Survey6TypesofMetrics–ProductFocusedEnterpriseMetricslongtermmetricsthatmeasuretheeffectivenessofthebusinessindevelopingnewproductsProjectMetricsmedium-termmetricsthatmeasureeffectivenessinexecutingthedevelopmentprojectProductMetricsmedium-termmetricsthatmeasureeffectivenessinmeetingtechnicalproductobjectivesProcessMetricsshort-termmetricsthatmeasuretheeffectivenessoftheNPDprocess*RephrasedfromStaffHoursvs.PlanTurnoverRateErrorsper1000linesofcode(KSLOC)Numberofout-of-phaseproductchangesNumberofrequirementschangesBalancedTeamscorecardProjectcostperformanceScheduleperformanceMeanTimeBetweenFailuresProductComplianceWeightUnitProductionCostsBreakevenTime%revenuefromNewProducts(nyears)Contractwin%7TypesofMetrics–EnterpriseFocusedFINANCIALShareholdervalueSV=Revenue–Cost–InvestmentReturnonCapitalEmployedRevenuegrowthfromnewproducts-OrganicProfitgrowthformnewproducts–OrganicOPERATIONALNumberofprojectsNumberofpersonnelCycletimeCostofdevelopmentCostofsustainingCostofrecall/warrantySTRATEGICBrandValueNetworkImpactRightthefirsttimeTime-to-marketR&DEfficiencyMarketShareEmployeeRetention#ofpatents,articles,etc.8KeyMetricsAlignProductPerformancewithCorporateStrategyPlanningPredictiveProactiveReactiveGOAL:BeLESSreactive,BeMOREpredictive/plannedThemostcommonlyusedmetricsarethosethataligncloselytoproductmaturity;however,thesearetypicallyleastinlinewithProductStrategy*Metrictypesre-contextualizedfromGGI,allrightsreserved9So,WhatAreThey?StandardProductDevelopmentMetricsProductBreakEvenTimeProductTime-To-MarketR&Dasa%ofSalesNumberofNewProductsReleasedTotalPatentsFiled/Pending/AwardedBalancedScorecard,includingbutnotlimitedto:StrategicAlignmentCompetitiveAdvantageMarketAttractivenessExpectedCommercialValueTargetProductCostSynergies/LeverageTechnicalFeasibilityRiskvs.ReturnCommonCharacteristicsofMetrics:FocusedonProductLaunchProduct&EnvironmentComplexityIgnored10SampleProductDevelopmentMetric–BreakevenTimeBreakeventimemeasuresthetimetorecovertheinvestmentindevelopinganewproductfromprofitsgeneratedfromthesaleofthenewproduct.Thiscombinesanumberoffactors:InitialDevelopmentInvestment(non-recurringdevelopmentcost)DevelopmentSchedule(time-to