75% of all New Product Introductions do not achieve quality, cost or delivery expectations. Only 25% of companies follow their NPI process, and 25% do not have a defined process at all.
This results in significant reliance on key individuals’ skills, experience and influence to make projects work. Often, key steps are duplicated or missed and decisions are not escalated to the correct decision makers in a timely manner resulting in a highly reactive working environment with significant levels of rework and stress.
What is covered?
The core methodology that IF utilise to support teams develop robust and effective NPI processes is the Four Field Map, see concept example to right.
The map enables the team to show:
- The key gate decision points, their purpose (P), evidence required (E) and commitment level (C)
- The tasks that need to be completed to enable the next gate to be reached
- Who needs to be involved in each task, shown here as dots but normally covering Responsible, Accountable, Checker and Involved or RACI
- The standard work or Job Detail Sheet (JDS) that defines how a task is to be completed
- The date or duration point at which the task needs to be complete
IF have developed the approach over a number of years and believe it is the most effective and sustainable way for teams to develop and manage new product introduction as well as other large projects such as capital investments.
Introducing a cross-functionally agreed NPI process will provide reduced costs associated with project resourcing (including follow-up support) as well as reduced life-cycle costs and reduced project lead-times. It will improve customer satisfaction and delivery performance, as well as improving teamwork, communication and the ability to “manage the customer”. Due to the collaborative workshop style development the cross-functional team will have buy-in to the process which will increase adherence.
‘Industry Forum’s support has been invaluable to us during our journey of improvement. Their knowledge and experience has guided us in the right direction and we look forward to continuous improvement as a result.’
Barry Sloss, Technical Manager, Walker Precision