Post on 22-Jan-2018
Paradigms For Innovation
Get Your Product To
Market With Less
Blake Stancik, MBA, PMP, BSME
VP | Operations
@PCS_News
Products That Enhance Lives
Design Driven Development
Delight your users…by design
Build Highly Desired Products
Unique Talent Attributes Needed
• WOW – Award Winning Industrial Design and Design Consideration.
User’s want to buy “Wow”. What team members add Wow to your
product? Wow people immerse with marketing, users and key
demographic to define the Product Experience.
• Risk Takers/Risk Breakers – Engineers, subject matter experts
and specialists that embrace high risk, multiple possibilities and
have record of delivering timely solutions.
• Leaders – For small jobs you need a leader. For larger wins
multiple leaders are needed. Great project managers are needed.
Development Stages
Risk Reduction
Wow + New Adds Risk
Assumptions For This Talk
• New and innovative device release
• Focus is on design through pre-production
• $7MM development cycle or larger
• 13 or more functional teams
Saving Cost Is Simple
• Get the right people/partners
• Lead and align all involved
• Be prepared for the bumpy path
Portfolios Help Prove Talent Effectiveness
Teams / Resource In Dev Cycles
NPD Cost Is About Resource Management
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Mfg
Validation
Quality
Regulatory
Test
PM
FW/SW
EE
ME
IP
Industrial Design
Clinical
Pre-Marketing
Senior Leadership (Sponsors)
Enga
gem
ent
Stage
Costs Increase With Time
Can you see the hockey stick?
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Mfg
Validation
Quality
Regulatory
Test
PM
FW/SW
EE
ME
IP
Industrial Design
Clinical
Pre-Marketing
Senior Leadership (Sponsors)
$7m
Stage
Executive Influence Decreases Over Time
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Mfg
Validation
Quality
Regulatory
Test
PM
FW/SW
EE
ME
IP
Industrial Design
Clinical
Pre-Marketing
Senior Leadership (Sponsors)
Executive
Influence
Stage
Executive Management Must Avoid The Broken Hockey Stick
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Mfg
Validation
Quality
Regulatory
Test
PM
FW/SW
EE
ME
IP
Industrial Design
Clinical
Pre-Marketing
Senior Leadership (Sponsors)
$7m
$16m
Stage
Early Executive Focus
• Get the right people
• Align, lead and structure
• Plan for a bumpy path
Small Dev Cycles Utilize Lean Teams
PGM/PM
Engineering
Marketing
Design
EE/FW Regulatory
Quality
MFG
High Impact Projects Add More Resources.
PGM
Marketing
Clinical
ID
IP
ME
EE
FW/SW
PM
Test
Regulatory
Quality
MFG
PGM
Marketing
Clinical
ID
IP
ME
EE
FW/SW
PM
Test
Regulatory
Quality
MFG
Problem Statement: Communication Breaks Down
Teams Should Be Grouped By Communication Density, Specialty And Location
PGM
Marketing
Clinical
ID
IP
ME
EE
FW/SW
PM
Test
Regulatory
Quality
MFG
Each Group Then Has A Shared Vision With Focused Leaders And Missions
PM
Electronics
Plastics
Metals
Assembly test
Quality
Test
PGM
Marketing
Clinical
Regulatory
Quality
Test
IP
PM
ID
ME
EE
FW/SW PM
Test
Quality
IP
Great Partners Create Teams Around Your Needs
PM
Electronics
Plastics
Metals
Assembly test
Quality
Test
PGM
Marketing
Clinical
Regulatory
Quality
Test
IP
PM
ID
ME
EE
FW/SW PM
Quality
Test
Strategic NPD Alignment:
• Enables your program manager
• Promotes mission vision focus
• Adds leaders and communicators
• Fosters creative & communicative environments
Device Cycles Are Bumpy
• Device funding stops
• Regulatory delays
• Verification and validation(V&V) blockers
Find Bumpy Path People
• Track record of new device introductions
• Providers that can speed up and/or slow
down
• Flexibility is desired
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00 R&D 01 Survey 02 Envision 03 Develop (V) 04 Deliver (&V)
Mfg
Validation
Quality
Regulatory
Test
PM
FW/SW
EE
ME
IP
Industrial Design
Clinical
Pre-Marketing
Senior Leadership (Sponsors)
Design Transfer Is The Merge Of All Effort
DE
SIG
N T
RA
NS
FE
R
Design Transfer: Avoid the Broken Hockey Stick
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00 R&D 01 Survey 02 Envision 03 Develop (V) 04 Deliver (&V)
Mfg
Validation
Quality
Regulatory
Test
PM
FW/SW
EE
ME
IP
Industrial Design
Clinical
Pre-Marketing
Senior Leadership (Sponsors)
$7mm
$16mm
Manufacturer: Basic Wants
• $ Recurring Production Revenues $
• Meet quality, cost and time expectations
• Low pre-production effort
• Zero risk
Device Company Needs
• Production: promises are met ($, time,
quality, 5-year horizon)
+ • 24/7 V&V support & deliverables
for an indeterminate period of time.
Manufacturing Partner Effort
The Gap In Expectations
You Don’t Know What Actual Effort Is Needed
Deliverables Add Up, Any Of Which Can Gate
Who Does What?
• RACI
– Accountable
– Responsible
– Consult
– Inform
Direct Design Transfers
Production equation is known (given)
Structure pre-production support (not a given)
Deliverable paths are well known.
(Note:V&V is very bumpy and you need help)
Choosing Your Mfg Partner(s)
• Welcome to MD&M West.
• I’d like to introduce you to 2,200 partners
that want to take you to the finish line.
Mfg Partner(s) • Get the right partner for new device
introductions
Risk takers/breakers (can handle new)
Portfolio of pre-production prowess
Structure Mfg Partner(s) • Engage early
• Agree on pre-production monetization over time
• Agree that it will be a bumpy path
• Understand your deliverable path
Innovation Cycle Takeaways
1. Get the right people
2. Structure the program for NPD success
3. Create supportive partnerships that
address your needs
Thanks! Blake Stancik, MBA, BSME, PMP
Blake@productcreationstudio.com
@PCS_News
Post Discussion Topics • CM vs ODM
• Get the right Requirements
– User Needs -> Product Validation
– Requirements -> Design Verification
– User Needs drive the right requirements
• Predicates: Learn more about them, all the way down
to the labels. Don’t prove what you have to