| |
Initiative Success
- the P&G Way |
|
|
| |
Initiative
Success - the P&G Way
Michael S. Mills, Manager, Corporate
New Initiative Delivery, P&G
Mr.
Mills will provide an overview
of P&G's corporate Initiative
Success program which is modeled
after Cooper's Innovation Diamond™:
the successful integration of
Innovation Strategy, a Solid
Idea-to-Launch Process, Portfolio
Management and Resource Management.
He will discuss the leadership
effort that was required to drive
such a rigorous, disciplined
approach across the complex,
global P&G community of 100,000+
people in 140+ countries, and
discuss some of the challenges
and pitfalls experienced along
the way. Mills will also share
key highlights of SIMPL™ (Successful
Initiative Management and Product
Launch model), P&G's customized
Stage-Gate process. The key learnings
include:
- Why
an Initiative’s
Success program is essential
to drive sustainable business
results
- The
key components of the P&G Initiative’s
Success program
- How
P&G achieved a successful
global roll-out of the Initiative’s
Success Program
- The role of key performance
indicators in speeding new products
to market
|
| Procter
and Gamble (P&G), makers
of Pampers, Tide, Charmin, Downy,
Crest, Gillette, Duracell, Oral
B, Braun, Olay and numerous other
popular household brands, delivered
another year of strong business
and financial results in fiscal
2006 by increasing net sales
by 20% to achieve $68 billion.
The Consumer Packaged Goods giant
has met or exceeded its long
term sales growth goal for five
consecutive years and are now
focused on delivering a full
decade of industry-leading top-and
bottom-line growth. More than
70% of the Company’s growth,
or roughly $20 billion in net
sales, has come from organic
growth and strategic acquisitions.
Source: P&G Annual Report
2006. |
|
| |
Innovating for
Success: A telltale experience
in implementing a product
innovation process through
a business |
 |
Stephen
Bull
Vice
President, R&D, Telecom
Division
EXFO
Engineering |
|
| |
Innovating
for success is a never ending
task that is at the root of
survival in today’s globalising
competition. It takes leadership,
commitment and perseverance
to ring in the benefits. This
presentation will cover the
successes, failures and lessons
learned through EXFO’s history
in deploying an innovation
system.
The
key learning’s are:
|
| EXFO
Engineering is an award winning
R&D organization and a
recipient of the PDMA Outstanding
Corporate Innovator Award. |
|
| |
Deploying Stage-Gate
on a Global Scale –
Critical Elements that Drive Performance |
|
|
| |
In
early 2004, Ansell Healthcare
undertook an aggressive initiative
to customize and implement
a Stage-Gate process for new
product development and commercialization.
Initially, a cross-functional
team was assembled from Ansell's
global operations including
members from marketing, manufacturing,
science & technology, regulatory
affairs, finance, and supply
chain and logistics. This team
also needed to reflect business
operations for the Americas,
Europe and Asia-Pacific regions.
The outcome - a global roll-out
of an IBM LotusNotes® supported,
Stage-Gate Navigator® process
that was customized for 'local'
customs and still supportive
of 'global' medical device
regulations and protocols.
The
roll-out of the Stage-Gate
process was met with mixed
support across all levels and
operations. The initiative
required significant training
for both the process and software;
however, the end result was
a global framework and language
for NPD. Since implementing
this new idea-to-launch process,
more than 120 new product ideas
have been entered into the
pipeline, on average, 12-15
new products per year have
been delivered to the market
and sales from new products
have jumped from approximately
4.5% to 13% in a little over
2 years.
Specifically,
this presentation will examine:
-
The
pros and cons of simultaneously
deploying a new idea-to-launch
process and automated workflow
tool
-
The
key elements required to
implement a global innovation
system: leadership, communication,
regional/cultural interpretations,
the benefits of a common
software platform, and
the impact on regulatory
compliance
-
How
Ansell evolved product
definition requirements
to meet strict regulatory & customer
requirements
-
Next-steps
in the execution of Stage-Gate
required to make Ansell's
NPD process world-class
|
| Ansell
Healthcare is the world’s largest
manufacturer of protective
gloves and clothing with global
R&D organizations operating
around the world. Their demonstrated
excellence in product innovation
was recently awarded the Frost
and Sullivan’s Award for Market
Penetration Leadership. |
|
| |
Gates with
Teeth: Implementing a ‘Center
of Excellence’ for Investment
Decisions |
|
|
| |
Established
in 2003, The Criminal Justice
System IT (CJS IT) portfolio
was created to facilitate information
sharing across the CJS (three
government departments and
seven criminal justice organizations).
However, in late 2004 CJS IT
faced rising costs, declining
benefits, late projects and
consequently the loss of HM
Treasury and No 10 confidence.
To respond the CJS IT adopted
an integrated stage-gate approach
to investment appraisal, portfolio
prioritization and benefits
management of its $3 billion
information technology investment
portfolio.
Mr.
Jenner will discuss the key
principles, repeatable processes
and results of this highly
successful approach including:
-
Developing
an independent portfolio
unit to serve as an Intelligent
Customer Function and Value
Management Office
-
Implementing “gates
with teeth” – linking funding
allocations to performance – learn
about the early challenges
and subsequent advantages
of more hard-edged gates
-
‘Triangulation’ in
investment selection criteria – learn
how CJS IT supports financial
and economic analyses with
business validation and
uses an independent research-based
scorecard (the ‘Proving
Model’) to assess achievability/risk
and attractiveness/return
-
The
importance of validating
data wherever possible
and managing the process
on an on-going basis
-
Key
considerations when evaluating
Go/Kill decisions for projects
with multiple dependencies
-
Results
have included: early stage
rejection of poorly defined
projects; a more robust
basis for making informed
prioritization decisions;
transparent reporting provides
a ‘clear line of sight’ to
ensure improved accountability
for performance; a 200%
increase in the scale of
the benefits case; and
a substantial boost in
stakeholder confidence
and continued funding
|
| Criminal
Justice Information Technology
is a trilateral organization
serving 3 UK government departments – the
Home Office, the Department
for Constitutional Affairs
and the Attorney Generals’ Department.
They transformed the investment
management practices for a
$3 Billion portfolio by successfully
introducing Stage-Gate® and
are now recognized by the European
Commission as a leader in this
field in Europe. |
|
| |
Beyond Gates – Building
the Right NPD Organization |
 |
Georgette
Belair
R&D
Project Leader & Master
Black Belt
Ethicon
Endo-Surgery
a
Johnson & Johnson Company |
|
| |
Recently
recognized for its award winning
product design, Ethicon Endo-Surgery,
Inc. (EES) has been able to
leverage its Stage-Gate process
to effectively meet customer
requirements, deliver innovation
and value to its business stakeholders,
and drive product differentiation.
This presentation will examine
their approach to implementing
a stage-gate system that goes
beyond superficial gates and
emphasizes critical steps that
transpire between gates.
Ms.
Belair will address the following
key elements of EES’s Stage-Gate
process:
-
Step-by-step
approach to building the
NPD process at EES
-
Key
considerations for organizing
new product development
teams, sponsors and gate-keepers
for success
-
Achieving
accountability – ensuring
that the right questions
are asked at each gate;
holding teams accountable
to deliver The
best product
-
How
to ‘lean’ out gate presentations – driving
the right behaviors throughout
the company
-
Integrating
DFSS with Stage-Gate – challenges
and results
-
Best
practices including readiness
checks, gate scorecards,
and the JIT training program
|
| Ethicon
Endo-Surgery, Inc (EES) is
an Award-winning Medical Device
R&D and Manufacturer, with
several recent awards in Product
Design and Advertising, such
as best new Ultrasound Product
(Harmonic ACE), Best Health
Care On-line Ad (Bariatric
Edge) and an Industrial Design
Excellence Award (Echelon 60
Endopath Stapler). EES develops
and markets advanced medical
devices for minimally invasive
and open surgical procedures. |
|
| |
Driving Value
Creation with the Right
Portfolio Mix |
|
|
| |
In
2000-2001, Hydro-Québec decided
to completely review its R&D
management approach in order
to improve its effectiveness
and maximize value creation.
Starting from no processes
to a full-scale implementation
in just 12 months, this presentation
will examine how this large,
public corporation was able
to implement its new approach
using Stage-Gate and portfolio
management. Also, the authors
will outline how the company
was able to focus its resources
on the most valuable projects
by prioritizing and reducing
the number of innovation projects
from approximately 450 to 65.
Specifically, Mr. Gagnon will
discuss the key barriers encountered,
the organizational and cultural
changes that were necessary
for implementation, metrics
used and the overall plan for
implementation. Today, after
six years of operational experience
with the new innovation processes,
the economic rewards are assessed
at more than $1 billion over
2001-2006.
In
this presentation, attendees
will learn:
-
How
Hydro-Quebec managed to
prioritize and set up the
right portfolio – winnowing
450 projects down to 65
-
A
detailed review of the
implementation plan – key
challenges and learnings
-
About
the key elements of Hydro-Québec
Stage-Gate and portfolio
management processeS
-
The
results - then and now
|
| Hydro
Quebec is one of the world’s
largest hydro electricity electric
utilities with over $11 Billion
in annual revenues. They successfully
introduced Stage-Gate and Portfolio
Management into one of the
largest integrated electrical
research and testing centers
in North America. |
|
| |
Pushing the
Envelope – Driving Innovation
in a Mature Market |
|
|
| |
Air
Products Packaged Gases Group
has an impressive track record
of successful, award-winning
innovations in a mature, ‘traditional’ industrial
gases industry, where cylinder
products had remained virtually
unchanged for over a century.
Air Products' innovation process
has focused on developing an
integrated approach between
technology, marketing, operations
and support groups; based on
a Stage-Gate process. The development
process emphasizes the need
to identify and meet real customer
and market needs, to ensure
that the ‘voice of the customer’ is
a driving force. The results:
user friendly, ergonomically
safer integrated industrial
gas packaging to revolutionize
current applications in a mature
market and to create new market
sectors.
Specifically, John will address:
-
Key
steps to successfully implement
a Stage-Gate system across multiple
organizations (and functions)
and countries to develop and
commercialize new products
-
Strategies
for gaining company-wide buy-in
for Stage-Gate process implementation;
constructing a business case
-
How
Air Products successfully integrated
Stage-Gate with other critical
components of its integrated
product innovation process such
as project management, market
analysis, voice of the customer
-
How
to drive and link front-end innovation
to back-end commercialization
-
How,
following adoption of this new
strategy, the group has been
able successfully to introduce
more than 20 new products providing
the key driver for growth in
a previously static mature market
sector
|
| Air
Products is a world-class R&D
organization that has successfully
transformed commoditized markets
and products through innovation.
Their success has been recognized
by awards such as the Queen’s
Award for Enterprise Innovation. |
|
| |
Stage-Gate
Implementation – A Catalyst
for Achieving a Competitive
Edge |
|
|
| |
Six
years ago Kennametal adopted
the Stage-Gate philosophy,
revolutionizing their approach
to new product and process
development. Today, NPD is
recognized as a strategic tool
for growth and product innovation.
By making NPD performance a
priority and implementing a
formal Stage-Gate system, Kennametal
was able to achieve new heights
in new product development
speed, productivity and profitability.
Percentage of revenue generated
from new product sales soared
from 17% in FY00 to 46% in
FY06. Cycle time dropped from
over two years to a median
of eight months as of the last
fiscal year. These gains were
a direct result of Kennametal’s
adoption of new techniques
to streamline and scale its
5 customized Stage-Gate processes
for Technology Development,
New Product Development, Accelerated
Product Improvements, New Manufacturing
Processes, and Product Obsolescence.
In
this presentation, Mr. Patterson
will outline:
-
How
the implementation of a
Stage-Gate process created
a clear path to a standardized
process for managing projects
from idea-to-launch
-
How
Kennametal was able to
gain total company buy-in
and institutionalize the
Stage-gate system as one
of its core components
within Kennametal's Value
Business System
-
About
Stage-Gate's use in assimilating
newly acquired organizations
and global partners
-
How
Kennametal continues to
use Stage-Gate processes
to achieve a competitive
edge by rolling over its
many product lines every
three to five years on
average.
|
| Kennametal
has successfully driven innovation
throughout their organization.
The results are impressive
- from a starting point of
17% of sales from new products
to a world-class benchmark
of 47%. |
|
| |
Value Based
Product Development: Reaping
the Benefits of Effectively
Integrating Voice of the
Customer with Stage-Gate |
 |
Dick
Arra
Vice
President and Director of
Navigation and Military Space
ITT,
Space Systems Division (SSD) |
|
| |
Mr.
Arra will provide an overview
of how ITT Corporation successfully
evolved from an organization
known for being a ‘center
of manufacturing excellence’ to
a global product innovation
factory focused on profitable
and sustainable growth. Specifically,
he will discuss the company’s
development and implementation
of its “Value Based Product
Development (VBPD) program.
Launched in early 2000, VBPD
was developed to ensure that
new products create clear value
for ITT customers. The program
focus involves capturing voice
of the customer data throughout
the Stage-Gate process to verify
that business and customer
requirements are consistently
met. Mr. Arra will also share
the impact of VBPD on ITT’s
new product pipeline.
Key
issues to be addressed
will include:
-
Important
considerations when implementing
a complex, global initiative
across multiple divisions,
value centers and countries – key
factors for success
-
Understanding
the inherent value and
benefits of capturing and
integrating voice of the
customer data throughout
your Stage-Gate process
-
How
the VBPD program impacted
ITT’s new product
pipeline - new products,
(those introduced in the
last three years) now account
for approximately 30% of
annual sales, nearly doubling
their contribution before
the introduction of VBPD
|
| ITT
Corporation is a global engineering
and manufacturing company with
$7 billion in annual revenues.
Acknowledged by Forbes as one
of America’s ‘Best
Managed Companies’, ITT
has reported 15 consecutive
quarters of revenue growth
and two years of double-digit
organic growth. They are the
world's premier supplier of
pumps, systems and services,
are a major supplier of sophisticated
military defense systems, and
provide advanced technical
and operational services to
a broad range of government
agencies. ITT also produces
connectors, switches, keypads
and cabling used in telecommunications,
computing, aerospace and industrial
applications and make industrial
components for a number of
markets including transportation,
construction and aerospace. |
