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Reducing Risk Through Integrated Advanced Development

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JimT@Future-Product-Innovations
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RE: the 5% rule
JimT@Future-Product-Innovations   3/8/2012 12:50:22 AM
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I should have replied to your post, but instead started an independent comment on this article.  I should have replied because I'm drawn to your comments as if you read my mind; it seems we have worked in the same places.  See my independent post a few paragraphs down the link, entitled, "Advance Dev is a seperate Group." Thanks for your comments!

Bill Devenish
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Re: Advance Dev is a seperate Group.
Bill Devenish   3/8/2012 11:58:22 AM
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Many companies I have worked with don't have the resources available for a separate group focused on Advanced Development. They barely have sufficient development resources to introduce new products with tight schedule constraints.  Therfore, allowing the development engineers a small portion of their time to investigate targeted technologies helps mitigate the risks to schedule and product quality. For Advanced Development to be effective I think it takes the commitment of visionary leadership and a management team who can see the big picture. For those companies that have the ability to support a separate Advanced Development team it becomes crucial that they provide for a smooth transition of the acquired knowledge to the product design team.

JimT@Future-Product-Innovations
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Re: Advance Dev is a seperate Group.
JimT@Future-Product-Innovations   3/8/2012 1:05:49 PM
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Bill, I agree that a segregated AdvDev team takes big bucks – that's why I prefaced my comment with my history of working in giant corporations that are household names. They have the cash to afford that. Further, I concur to your point that transition of AdvDev into the product groups is a critical transition that often has roadblocks.  I have lived that, as well.  (the "NIH" {Not Invented Here} syndrome drives engineering egos all  too often).

All of your points, I have to say, are good valid approaches which I would also encourage smaller companies to try.  Except, in reality, the shared-time concept (the 5% idea) is theory not often successfully reduced to practice. 

gsmith120
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RE: the 5% rule
gsmith120   3/8/2012 6:50:16 PM
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Bob, I agree with your comments on design reviews.  Early in my career I was with a company that was really good about holding design reviews at multi-levels, inviting the right people and we always got really good feedback.  Now most companies I deal with believe "design review" is a dirty word or don't know what it mean.

Some common things I've found are companies don't hold design reviews, material is distributed at the design review or a day in advance, design is given to one independent person to review.  Trying to explain that people need time to review the material or even explain the importance of a design review was taking more years off my life they it was worth.

I don't think enough importance is put on design reviews, having the right people, providing sufficient time to review material to get good feedback can save a company time and money.  Ideally design reviews attendees are invited because their expertise is needed in a specific area, so what I would do is highlight for each attendee's specific area I would like them to review, if they didn't have time to review the entire package.  What I found was most would make time to review their specific area.  Otherwise, more times than not they wouldn't review anything.  I tell people if you have a review with no action items then most likely they didn't review the material.  When will some compaies learn pay me now or pay me later and if you pay me later it will cost you a lot more.

gsmith120
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RE: the 5% rule
gsmith120   3/8/2012 6:54:53 PM
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The 5% rule sounds great!! But like Bob said not in today's world.  I've had companies start out with something like that but it soon got lost in the "everything is HOT" so that 5% got eaten up by you trying to put out fires or just keep up with the daily duties. 

 

 

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