Going Slow to Go Fast

摘要: Product life cycles continue to shrink in "fast" industries like fashion and personal computers, where new products roll out the door every few months. Even "slow" steel have quickened their pace. Speed is of essence - but so are quality cost. Companies all sectors know they must deliver on three dimensions simultaneously. Yet world-class product development still by far exception. most disciplined creative processes can be plagued schedule slippages, "firefighting," inferior quality. Often, problem a failure consider as dynamic whole. Managers try improve performance breaking process apart. Want get market fast? Don't troubleshoot A common mistake: setting aggressive commercialization targets Development not process. It's system with subtle feedback loops The lure danger "best practice" But isolated improvement efforts (such best practice themes listed Exhibit 1) actually negative effect when implemented without regard multiple interrelationships that drive Setting schedules, for example, often has just opposite what was intended: namely, longer delays lower And many other cherished management beliefs, such "lean mean" staffing, also inadvertently contribute problems. Best Theme Examples Methodical screening Technology attractiveness assessment Market/business Milestone-driven planning Phases gates measurement Quick kills deviation exceeds limits "Over-resourced" crossfunctional Number (critical mass, project teams projects/person) Sufficiently skilled Limited hand-offs Collocated/dedicated World-class design practices Design x (where assembly, service, etc) reviews CAD/CAM integration Information systems measure Resource scheduling tools (white-collar MRP, feedback) Process Organizational mechanisms ensure Centers competence functional excellence Consider company experiences from different industries: * An electronics bolstered testing procedures programs, experienced chronic high rates returns due subpar major automotive created highly developed milestones, suffered massive cost overruns an early trial system. biotechnology used state-of-the-art software plan rollout sequenced set disease assays had integrated into overall hospitals, saw 50 100 percent habitual resource switching across programs. What's needed instead integrated, holistic approach captures complex It recognize account cascading sequence causes effects determine how well delivers against key metrics speed, quality, …