Take a cursory glance at the Six Stage Gate model that has been utilized for effective new product development within multiple manufacturing specializations.

1. Matthew A. Paciorek
Applying the Stage Gate Model for the
Manufacturing Arena

2. Components of Effective Program
Management
Whether working a conceptual idea or finding the best course of action for
an obsolete product line, proficiency with the entire development cycle
means that every product line is reviewed for productivity and profitability
from cradle-to-grave.
• Product Marketing & Promotion
• Project Planning & Program Management
• Mechanical Engineering Design & Collaboration
• Manufacturing & Applications Engineering
• Supplier Q li & P d
S li Quality Product R li bili
Reliability
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3. Analyzing the Stage Gate Model
Every program follows a six-gate model, expanded or simplified based on
yp g g p p
each project’s level of complexity and target deliverable:
• Gate I: Project Initiation & Design Development
• Gate II Product Design Feasibility P t t i
G t II: P d t D i F ibilit & Prototyping
• Gate III: Product Design Launch
• Gate IV: Tooling & Equipment Kickoff
• Gate V: Production Tryout & Qualification
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• Gate VI: Postmortem
Modified Gate Examples:
• Cosmetic refresh projects (Merge I-III)
• Platform research for future design deliverables (Remove IV-V)
• Competitive benchmark R&D (Adds activity prior to I kickoff)
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4. Project Initiation &
Design Development
Project b li
P j baseline and scope are d fi d with resource allocation
d defined, i h ll i
tied into program priority matrix. Key performance metrics are
defined in preliminary design plan and prototype expectations
are laid out.
Key Focal Points:
• Are design plans (form/fit/function) clearly communicated prior
e des g p a s ( o / / c o ) c ea y co ca ed p o
to any prototype activity? Has any benchmark activity been
integrated into target performance requirements?
• How are resources tracked in comparison to other
programs/development roadmap to ensure that resources are not
over-allocated and all critical path elements are not compromised
in the process of defining the baseline?
• Is contingency and risk analysis conducted utilizing lessons learned
from previous p
f p i programs or similar activities?
i il ti iti ?
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5. Product Design Feasibility &
Prototype Development
Prototype activity commences and i i i l d i parameters are
P i i d initial design
validated through comprehensive testing. Initial quote activity
commences to ensure design falls within expected cost targets.
Design lock is achieved, or modifications are recommended.
Key Focal Points:
• Upon design lock are all component level drawings and
lock,
specifications formally released for review?
• Has design for manufacturability been fully addressed by all team
functionalities? Has vendor/subcontractor input been considered
prior t design lock?
i to d i l k?
• Has sales/marketing provided realistic forecast models by which
quoting activity and production capacity can be established?
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6. Product Design Launch
Capital
C i l considerations and tooling requirements to support
id i d li i
product launch are compiled and submitted for management
approval. All quote activity is compiled and vendor selection is
finalized.
Key Focal Points:
• Does the project budget and capital outlay meet all guidelines set
forth by executive management?
• Has all manufacturing process documentation been finalized prior
to vendor selection for components and tooling/capital?
• Have capacity planning requirements been addressed to ensure
that on-time delivery and efficiency metrics will not be adversely
impacted?
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7. Tooling &
Equipment Kickoff
Tooling, assembly equipment, gaging and test apparatus are
T li bl i i d
ordered. Line layout is evaluated and capacity is reviewed in
conjunction with forecasted customer requirements.
Key Focal Points:
• Has the contingency plan defined in SG-I been reviewed to
address supplier delays that could impact the critical path of the
program?
• Have all critical performance characteristics been properly mapped
to assembly equipment and gaging prior to kickoff?
• Has gage reliability and process flow been reviewed prior to first
piece runs?
• Have packaging requirements been confirmed for availability and
product protection/promotion?
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8. Production Tryout
& Qualification
First i
Fi piece samples are b il utilizing off-production tooling and
l built ili i ff d i li d
production intent test equipment.
Key Focal Points:
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• Has the contingency plan defined in SG-I been reviewed to
address potential variations from prototype design and testing that
could impact the critical path of the program?
• Has error-proofing been identified and fully implemented within
the production line?
• Have capacity and process capability metrics been confirmed
during first-piece run-off?
• Are all non-standard requirements fully addressed/documented as
defined by customer?
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9. Postmortem
Lessons l
L learned f
d from the program are l
h logged f f
d for future
reference, and formal approval notifications as required by the
customer or market are provided.
Key Focal Points:
• Is cross-functional team review used at the end of the cycle to
gather input on how to improve product development process?
• Have cost targets been compared against initial budget constraints
and logged for overall performance affectivity?
• Are any updates to the launch procedures recommended, based on
lessons learned from the completed program?
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10. Intangibles: Building Blocks for
Effective Program Management
Diversity. Adapt custom operations and marketing solutions from the
entire cross-functional team to capture individual talents.
i f i l i di id l l
Creativity. Utilize a hands-on approach to develop unique and innovative
solutions to meet evolving consumer requirements.
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Passion. Define the program outline to the strengths and interests of all
team members involved while focusing on the program deliverables.
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