How to Successfully Transfer Products and Processes from R&D into Manufacturing
The transfer of products or processes out of Research and Development into Manufacturing is a repetitive frustration for most companies. For product developers, a product is not considered ready for transfer until it is fit for customer use.For manufacturing, the product cannot be produced until all of the process variables have been nailed down, the capital equipment needed for production has been approved, is on order, and delivery schedules have been set. To add to the confusion, senior management believes that development and transfer schedules take too long! Often they impose shorter schedules, only to be frustrated when customers complain about product performance. If it all sounds too familiar, this seminar is what you and your team need to make Development and Transfer a seamless corporate process.
©EMZEE Associates Inc
Seminar Outline
1. The Foundation Elements of Successful Transfers
Seamless Technology Transfers Concepts Speed Time to Market.
Phased Development Overlays
The Concept and use of Transfer Managers (Champions).
Building Cross Functional Transfer Teams
Using "Fit for Use" checklists to determine Transfer closure.
When is R&D's role in Development ended?
Seamless Integration of Manufacturing Content into Development
Design for Manufacture & Assembly (DFM, DFA)
DFM & DFA a form of Value Analysis
Design of Experiments (DOE) for Process Improvements.
Key Issues include Testing, Safety, & Continuous Improvement.
Time Scales for Technology & Manufacturing Interactions.
Manufacturability Assessments and Process Scale-up.
Technological Assessments.
Marketing & Customer Assessments (Domestic & International).
Quantifying Customer Data.
Selection and Building cross functional Transfer Teams.
Situational Leadership and it's Affect on the Transfer of Products and Processes into Manufacturing.
The Concept of Phased Transfer (A Seamless Approach to Product and Process Evolution) A General Model.
Industry Dependent Mortality Rates for Product or Process Ideas.
How Life Cycles Affect the Rate of Product and Process Development.
2. Phased Development Models
Phased Transfer Models & Templates, for Different Industries.
Phase Development Philosophy & Management Reviews.
The Number of Phases Necessary, to Implement "Fit For Use" Transfers.
How the Approval Process Affects the Timing and Implementation of Transfer Programs.
Senior Management Gates (The Stage Gate Approach)
During the session participants will break into teams to develop a preliminary Phased Transfer Model for a New Product. They will select the team that fits their Product Development Needs.
3. Developing a Formal Seamless Transfer Plan
R&D Transfer Project Review, Planning & Selection
Using the Mechanized Gantt Planning System
A Team Responsive Exercise in Planning the Transfer
Customer and Vendor Involvement
Ability to "see" the "Critical Path" of the Transfer Project
Interactive Phase Timing,
People Workloads, and Budgets.
Simulate Transfer Schedule Slippage.
Cope with Unexpected Developments.
Determine True Transfer Program Status.
Understanding an R&D Transfer Projects Time to Completion Risk.
Take Corrective Action
We will review a real transfer Program in a Responsive Exercise
Make Multi-Project work loads visible.
Give the Transfer Team the Vision they Need for True Project Status
Senior Management Reviews.
Without a Technology Transfer Plan, Team Development, Cost, Quality, and Time to Market become hit and miss!
4.The Readiness Concept & Working with Outside Organizations.
Readiness Defined
The Need for Training and Developing People
Readiness Examples from USA, Europe, Asia
Senior Management Support.
Developing a Transfer Strategy.
The "Marketing Window".
Review of Products that have gotten to market too late.
Why timely Transfers, are important.
The cost of being late.
The Return Map concept used to Justify Market Timing.
Working with Outside Groups.
Universities and R&D consultants.
Getting help when it is need.
The use of Technology Transfer Scouts.
Barriers typically encountered in Technology Transfer.
How Program Time Compression Relates to Cost & Risk.
5. Seminar, Summary and Conclusions
©EMZEE Associates Inc
Who Should Attend
Technology Transfer Managers and their Team
R&D Managers and their Team
New Product or Process Developers
Engineers Managers and their Team
QA/QC Managers
Manufacturing Managers and their Team
Business Unit Managers
Financial Managers
Manager of Operations
Marketing Managers
Key Account Managers
Corporate Directors and Vice Presidents
Start Up Business Managers and their Team
You Will Discover
How to make delivery dates and promised commitments happen. The developers of new Products or Processes will learn how to control the timing of R&D transfers into production. You will learn the essential elements needed to build teams that cooperate with one another. How check lists can minimize areas that are commonly overlooked. When it is necessary to get outside support. And how to get all of this done with a seamless team of Developers, Manufacturing Implementers, Engineers, Marketing Managers, Financial Managers, QC and QA Managers, all under the leadership of a Champion. The Tools and Techniques described will help your company form a winning strategy for Product and Process Development and Transfer.
For more information, call EMZEE Associates at (412) 341-8716, or write to . The latest version of this document is available online at: