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1、资资金是运动动的价值值，资资金的价值值是随时间变时间变 化而变变化的，是时间时间 的函数，随时间时间 的推移而增值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值素彩网 素彩网http:/-ppt模板免费下载http:/资资金是运动动的价值值，资资金的价值值是随时间变时间变 化而变变化的，是时间时间 的函数，随时间时间 的推移而增值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值AccentureProduct Lifecycle Management (PLM) PracticePractice PersonnelBusiness BenefitExperienceP
2、LM Practice formed in 1989Part of $2.5B+ Supply Chain Practice (FY04)World-wide footprintService line focused on cross industry delivery Medical & Consumer Products Industrial Products Aerospace & Defense Communications Electronics & High Tech AutomotiveAccenture PLM Business Implementation Methodol
3、ogyPLM Feature / Function ChecklistRepository of Industry templates and best practice process definitionsPLM diagnostic and ROI calculator toolsWorldwide Network of Solution Centers (providing low cost development and run services)Over 120 successful PLM implementations and Product Development Trans
4、formations over the last 15 yearsKey alliances with top tier PLM vendorsBusiness results and referencesImplementation experience with most major PLM vendors Experience from implementations integrated into tools, methodology, and accelerators Enterprise view to benefits realization and implementation
5、Assets资资金是运动动的价值值，资资金的价值值是随时间变时间变 化而变变化的，是时间时间 的函数，随时间时间 的推移而增值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值Metrics Are An Essential Part of a Healthy Product Development Program资资金是运动动的价值值，资资金的价值值是随时间变时间变 化而变变化的，是时间时间 的函数，随时间时间 的推移而增值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值Business objectives power metrics metrics power bu
6、siness objectivesCreating a Performance Management ArchitectureManaging Ongoing Strategic Performance1. Business StrategyUse the business strategy as the starting point2. Business ObjectivesDevelop key business objectives that will help you to attain your strategy3. Measures & MetricsDevelop specifi
7、c indicators to track progress4. ImplementGather measures, create the scorecards and use it to make decisions. Incorporate all involved parties in the organization in the processUse strategy to identify the objectivesUse objectives to identify the measuresUse measures to build the scorecard or other
8、 reporting architectureMeasures should be well grounded in the organization. Let key stakeholders be part of defining KPIsSet performance targets and take corrective actions if they are not metUse progress against objectives to confirm strategy资资金是运动动的价值值，资资金的价值值是随时间变时间变 化而变变化的，是时间时间 的函数，随时间时间 的推移而增
9、值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值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 lev
10、el of product performance, to predict and measure trends and to set goals and reward achievement.Metrics management is A mechanism to facilitate proper decision makingA tool to highlight situations and issuesOn the rise in Product Development, according to a 2004 survey performed by Goldense Group,
11、Inc. (GGI) of 202 companies from a broad range of industriesThe 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 Rese
12、arch & DevelopmentTop Five R&D Metrics in Use Today1.R&D spending as a percent of sales2.Total patents filed/pending/awarded3.Total R&D head count4.Number of products/projects in active development5.First year sales of new productsSOURCE: Goldense Group, Inc. 2004 Survey资资金是运动动的价值值，资资金的价值值是随时间变时间变 化
13、而变变化的，是时间时间 的函数，随时间时间 的推移而增值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值Types of Metrics Product Focused Enterprise Metricslong term metrics that measure the effectiveness of the business in developing new products Project Metricsmedium-term metrics that measure effectiveness in executing the development project
14、Product Metricsmedium-term metrics that measure effectiveness in meeting technical product objectives Process Metricsshort-term metrics that measure the effectiveness of the NPD process * Rephrased from http:/www.npd- all rights reservedStaff Hours vs. PlanTurnover RateErrors per 1000 lines of code
15、(KSLOC)Number of out-of-phase product changesNumber of requirements changesBalanced Team scorecardProject cost performanceSchedule performanceMean Time Between FailuresProduct ComplianceWeightUnit Production CostsBreakeven Time% revenue from New Products (n years)Contract win %资资金是运动动的价值值，资资金的价值值是随时
16、间变时间变 化而变变化的，是时间时间 的函数，随时间时间 的推移而增值值，其增值值的这这部分资资金就是原有资资金的时间时间 价值值Types of Metrics Enterprise FocusedFINANCIALShareholder valueSV = Revenue Cost InvestmentReturn on Capital EmployedRevenue growth from new products - OrganicProfit growth form new products OrganicOPERATIONALNumber of projectsNumber of personnelCycle timeCost of developmentCost of sustainingCost of recall / warrantySTRATEGICBrand ValueNetwork ImpactRight the first timeTime-to-marketR&D EfficiencyMarket ShareEmployee Retention# of pa
