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An Alternate Approach to New Product Development A Virtual R&D Organization
The Challenge Create a new product line to obsolete legacy products before the competition does The new technology has not yet been identified There is no budget to support a dedicated development team There is no product roadmap
Background Brooks Instrument – Division of Emerson Products – Mass Flow Controllers (<2”Dia Piping) Diversified markets/customers Global organization Reputation – “solid”
Previous Product Development All Digital Mass Flow Controller – DOA New Project – Hybrid interface MFC Well received Slow sales ramp Slow time-to-market Followed with new calibration technology
The Case VP of Engineering challenged by CEO 30 year old technology Risk of displacement by improved technology “What are you going to do about it?”
The Approach
Research New Technologies Conduct a survey of potential technologies Find out who, what, when, and how Develop selection criteria (samples) Intellectual Property Risk Time to market Expert consensus Costs
Organize a Technology Seminar Recruit internal and external experts to present and evaluate technologies Set time and agenda for seminar Use Nominal Group Technique Down-select the most promising technology Establish final consensus Close the seminar
The Plan Engage key customers for product input Conduct market survey Roadmap product and technology Develop the team and partners (Need for flexibility) Establish the facility and tools Multiple technology surveys and trade studies (a sample) Displacement technology DSP Capillary tubing MEMS
Customer Input Engaged Key Customers Disclosed intent Explored product concepts Solicited feedback Market Survey Engaged The Wharton School to use as a classroom project Analyzed data Developed product specification and price point
Form a Core Feasibility Team Determine skills required Survey in-house personnel skills Recruit most competent members Plan strategy to fill gaps (examples) Hire additional members Hire consultants Develop in-house personnel Establish the core team
The Team
Conduct a Feasibility Study Plan the project Set up a location for the work Purchase the necessary tools Establish success criteria Design initial key components Collect data Demonstrate compliance to success criteria
The initial Tools
Form a Virtual R&D Team Plan product development Develop product roadmap Recruit technology partners Recruit contractors and temps Develop a virtual team environment
Some of The Partners c2v - Enscede, NL
The Roadmap Leverage Coriolis mass flow sensing technology Capillary tube sensor – then MEMS Liquid applications – then gas applications Move from flow to multivariable sensor Incorporate increased functional integration
Develop Technologies & Processes Develop system design Segment into subsystems Identify required technologies Prioritize by risk Establish strategies for risk management Coordinate technology development
Document, Document, Document Identify risks Identify risk management strategies Document design intent Establish design strategies (Dfx) Incorporate document control early Build Bills of Materials (BOMs) as parts are identified Perform trade studies on manufacturing processes
Communicate, Communicate, Communicate  Develop communications plan Core team Extended team Stakeholders Key customers Communicate consistently Plan regular design reviews Document, evaluate, and incorporate feedback
Build and test prototypes Evaluate performance to goals Evaluate assembly process Evaluate costs Evaluate the design Document assembly process Collect data Critical design review
Begin Marketing “Sizzle” Communicate with sales force Communicate with key customers Publish “teaser” ads in industry magazines Introduced the fictional Dr. Direct to promote the product in a comic format
Develop Manufacturing Infrastructure Plan manufacturing facility Recruit manufacturing engineer Case: Identified candidate while contractor on project Build facility Procure and install equipment Transfer process documentation and BOMs from R&D
Recruit field test partners (validation) Identify key customer POCs who are early adopters Incentivize POCs to evaluate pilot product Formalize an agreement for data sharing and schedule
Run pilot production Set the number of production units Statistically significant number  is best If possible, automate data collection Analyze the data Wring out the variations using Six Sigma methodology Deliver pilot product to key customers for validation
Collect and analyze field data Follow up regularly to assure that data is captured Collect data for validation Make adjustments to manufacturing
Production Readiness Review Design Review Design Verification Review Design Validation Review Regulatory Requirements Review Safety Review
Product Launch Press conference @ Benjamin Franklin Institute Industry magazine editors invited Luncheon with entertainment Conference speakers Emerson CTO VP New Product Development Local Ben Franklin actor Dr. Direct actor Demo with Q&A by the development team
An award-winning Mass Flow Controller New disruptive technologies to establish and extend a new product line The Result

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A Virtual R&amp;D Organization

  • 1. An Alternate Approach to New Product Development A Virtual R&D Organization
  • 2. The Challenge Create a new product line to obsolete legacy products before the competition does The new technology has not yet been identified There is no budget to support a dedicated development team There is no product roadmap
  • 3. Background Brooks Instrument – Division of Emerson Products – Mass Flow Controllers (<2”Dia Piping) Diversified markets/customers Global organization Reputation – “solid”
  • 4. Previous Product Development All Digital Mass Flow Controller – DOA New Project – Hybrid interface MFC Well received Slow sales ramp Slow time-to-market Followed with new calibration technology
  • 5. The Case VP of Engineering challenged by CEO 30 year old technology Risk of displacement by improved technology “What are you going to do about it?”
  • 7. Research New Technologies Conduct a survey of potential technologies Find out who, what, when, and how Develop selection criteria (samples) Intellectual Property Risk Time to market Expert consensus Costs
  • 8. Organize a Technology Seminar Recruit internal and external experts to present and evaluate technologies Set time and agenda for seminar Use Nominal Group Technique Down-select the most promising technology Establish final consensus Close the seminar
  • 9. The Plan Engage key customers for product input Conduct market survey Roadmap product and technology Develop the team and partners (Need for flexibility) Establish the facility and tools Multiple technology surveys and trade studies (a sample) Displacement technology DSP Capillary tubing MEMS
  • 10. Customer Input Engaged Key Customers Disclosed intent Explored product concepts Solicited feedback Market Survey Engaged The Wharton School to use as a classroom project Analyzed data Developed product specification and price point
  • 11. Form a Core Feasibility Team Determine skills required Survey in-house personnel skills Recruit most competent members Plan strategy to fill gaps (examples) Hire additional members Hire consultants Develop in-house personnel Establish the core team
  • 13. Conduct a Feasibility Study Plan the project Set up a location for the work Purchase the necessary tools Establish success criteria Design initial key components Collect data Demonstrate compliance to success criteria
  • 15. Form a Virtual R&D Team Plan product development Develop product roadmap Recruit technology partners Recruit contractors and temps Develop a virtual team environment
  • 16. Some of The Partners c2v - Enscede, NL
  • 17. The Roadmap Leverage Coriolis mass flow sensing technology Capillary tube sensor – then MEMS Liquid applications – then gas applications Move from flow to multivariable sensor Incorporate increased functional integration
  • 18. Develop Technologies & Processes Develop system design Segment into subsystems Identify required technologies Prioritize by risk Establish strategies for risk management Coordinate technology development
  • 19. Document, Document, Document Identify risks Identify risk management strategies Document design intent Establish design strategies (Dfx) Incorporate document control early Build Bills of Materials (BOMs) as parts are identified Perform trade studies on manufacturing processes
  • 20. Communicate, Communicate, Communicate Develop communications plan Core team Extended team Stakeholders Key customers Communicate consistently Plan regular design reviews Document, evaluate, and incorporate feedback
  • 21. Build and test prototypes Evaluate performance to goals Evaluate assembly process Evaluate costs Evaluate the design Document assembly process Collect data Critical design review
  • 22. Begin Marketing “Sizzle” Communicate with sales force Communicate with key customers Publish “teaser” ads in industry magazines Introduced the fictional Dr. Direct to promote the product in a comic format
  • 23. Develop Manufacturing Infrastructure Plan manufacturing facility Recruit manufacturing engineer Case: Identified candidate while contractor on project Build facility Procure and install equipment Transfer process documentation and BOMs from R&D
  • 24. Recruit field test partners (validation) Identify key customer POCs who are early adopters Incentivize POCs to evaluate pilot product Formalize an agreement for data sharing and schedule
  • 25. Run pilot production Set the number of production units Statistically significant number is best If possible, automate data collection Analyze the data Wring out the variations using Six Sigma methodology Deliver pilot product to key customers for validation
  • 26. Collect and analyze field data Follow up regularly to assure that data is captured Collect data for validation Make adjustments to manufacturing
  • 27. Production Readiness Review Design Review Design Verification Review Design Validation Review Regulatory Requirements Review Safety Review
  • 28. Product Launch Press conference @ Benjamin Franklin Institute Industry magazine editors invited Luncheon with entertainment Conference speakers Emerson CTO VP New Product Development Local Ben Franklin actor Dr. Direct actor Demo with Q&A by the development team
  • 29. An award-winning Mass Flow Controller New disruptive technologies to establish and extend a new product line The Result