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1、 Accenture Product Lifecycle Management (PLM) PracticePractice PersonnelBusiness BenefitExperiencePLM Practice formed in 1989Part of $2.5B+ Supply Chain Practice (FY04)World-wide footprintService line focused on cross industry delivery Medical however, these are typically least in line with Product
2、Strategy* Metric types re-contextualized from GGI, all rights reserved 8So, What Are They? Standard Product Development Metrics Product Break Even Time Product Time-To-Market R&D as a % of Sales Number of New Products Released Total Patents Filed / Pending / Awarded Balanced Scorecard, including but
3、 not limited to: Strategic Alignment Competitive Advantage Market Attractiveness Expected Commercial Value Target Product Cost Synergies / Leverage Technical Feasibility Risk vs. ReturnCommon Characteristics of Metrics: Focused on Product Launch Product & Environment Complexity Ignored9Sample Produc
4、t Development Metric Breakeven TimeBreakeven time measures the time to recover the investment in developing a new product from profits generated from the sale of the new product.This combines a number of factors: Initial Development Investment (non-recurring development cost) Development Schedule (t
5、ime-to-market) Product Capability/Satisfaction/Quality Product Manufacturability/Design to CostBreakeven time requires a project costing system to accumulate the development costs (including labor) and a product revenue and cost accounting system to accumulate profits by product.* From http:/www.npd
6、- all rights reservedNET CASH FLOWInitial RevenueBreakeven TimeInitial Development Investment-+TIME10Sample Product Development Metric Balanced ScorecardExample of Balanced Team ScorecardCooper, R.G. Winning At New Products: Accelerating the Process from Idea to Launch Reading, Mass.: Perseus Publis
7、hing, 2003 Projects ranked by predetermined criteria (e.g. ECV, Project Attractiveness (avg of other scores as a % of 100), etc.) Projects incorporated until the resource constraint is reached (here final two are on HOLD)ProjectLeaderStrat FitProd AdvtgMarket AttractCore CompTech FeasibRewardProject
8、 Attract ScorePeople FTECum FTEStatusEpsilonPeters9910109993.32020ActiveGammaCooper1010777780.02040ActiveAlphaSmith87788975.01555ActiveDeltaScott77998574.01267ActiveBetaJones77668666.72087HOLDOmicronBaily86687566.720107HOLD(Resource Limit: 70 FTE)11So, What Are They? Non-Standard Product Development
9、 Metrics Engineering Time and/or Dollars as a % of New Product Launch Cost of Maintaining Product vs. Number of Customers Using Product Product Maintenance Time vs. Product Revenue Aftermarket Sales Generated as a % of Product CostCommon Characteristics of Metrics: Product & Environment Complexity I
10、gnored12Product TeamProgram LevelExecutive Product Teamand FunctionalMiddle Levels Product Team and FunctionalFront Line Product Team and Functional“Top 5”“Top 5”“Top 5”“Top 5”Increasing number of “Top 5s” for each function and organizationIncreasing frequency of reporting and reviewKey lower level
11、metrics (e.g. BU) are summed for each reporting level (e.g. Production)Metrics are summed by period to provide larger pictureDaily WeeklyMonthlyQuarterly Reviews become less formal at lower levelsMany more metrics are used only at middle and lower levelsMetrics Management Should Address Organization
12、, Reviewing Frequency and Number of Metrics13Metrics Solve Business ProblemsA successful metrics program addresses real business problems. When successful, it moves the needle on items that matter, such as revenue, costs, capital use, people skills, productivity growth. And it is not about technolog
13、y14Qualities of Effective Metrics ProgramsSustainableAdaptableRelevantVisibleLeveragedMetrics Are Most Effective When They Are:Relevancy implies metrics ultimately support strategic objectives AND provide information in a way which supports themVisibility means all stakeholders have easy, ad hoc acc
14、ess to organizational metricsIts easier to look at your speedometer than to actually do the math (its also safer). Thats leverage!Sustainable implies: Collection and reporting tasks are distributed, minimizing the impact on any one individual Metrics collection is increasingly automated over timeAda
15、ptable means accommodating all metrics - old, new, corporate metrics AND line metrics Simple Kept to a minimum Based on business strategy Practical (avoid significant extra effort)15Change Management and Buy-InBehavior is changed by instilling an understanding of the goals for the company (etc.) and
16、 using the metrics to weigh how well we meet those goalsKey Barriers Urgency and Focus “Dont mess with the chefs” Lack of Consensus around what to measure, how often, etc. Concern over what to do with the data (Are we creating jobs that we cant support?)Key Indicators Too Much Information Weak Communication Difficulty d
