1. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 1 Developing a Lifecycle Process and Tools for Team management. By Bruce Schwickrath Monday May 12, 2003

2. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 2 Why do we need a Lifecycle process? Company expects a flawless product introduction. Company expects a flawless product introduction. Expectation is to get the product to market first. Expectation is to get the product to market first. Predictability of product delivery is critical for market launch success. Predictability of product delivery is critical for market launch success. Eliminate the departmental silos. Eliminate the departmental silos. Engage a variety of cross-functional participants. Engage a variety of cross-functional participants.

3. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 3 How do you begin? The process should be totally encompassing and includes the entire lifecycle of the product. The process should be totally encompassing and includes the entire lifecycle of the product. Start by building a team of professionals in their functional areas. Start by building a team of professionals in their functional areas.

4. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 4 Steps to develop the Lifecycle process AssessmentAssessment Map the current processMap the current process Define dependents and deliverablesDefine dependents and deliverables Define major phase and sub phasesDefine major phase and sub phases Define requirements for phase exit (check list)Define requirements for phase exit (check list) Define approval authority and management structureDefine approval authority and management structure Document the processDocument the process Develop a training programDevelop a training program Implement the processImplement the process Review and reviseReview and revise

5. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 5 Product Lifecycle Management Concept Definition DevelopmentProductionEnd-of-Life Concept Defined NPI Volume Transfer/ Limited Availability Business Plan STAGE EXIT POINT REQUIRED MILESTONES = IN-STAGE SERIAL REQUIRED MILESTONES = Master Production Schedule EVT Entry DVTEntry TIME Volume Availability End-of-Life Plan Product/ Process Defined NPI Entry/ DVT Completion Feasibility Study Review MAJOR LIFE CYCLE STAGES=

6. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 6 Success is Dependent on the Team 1.Core Teams are cross-functional groups that have product ownership and are responsible for driving products from Definition through End-of-Life using the Product Lifecycle Process

7. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 7 Effective Core Team To have an effective Core Team the Core Team Manager needs to: To have an effective Core Team the Core Team Manager needs to: 1.Clarify the team goals 2.Identify those issues which inhibit the team from reaching their goals 3.Address those issues, remove the inhibitors and enable the goals to be achieved 4.Communicate the current status of a project across the organization.

8. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 8 Effective Core Team 5.Management of a team is done by achieve cooperation and support from team members and the organization. This can only be done through trust and management support. 6.Understanding the fundamental principles of team dynamics and getting the most from your team is crucial to the Core Team’s on- going success.

9. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 9 Issue: Caution Focus: Self Requirement : Goal & Role Clarity Issue: Conflict Focus: Others Requirement : Management of Differences Issue: Cohesion Focus: Team Requirement : Procedures (Task & Team) Issue: Commitment Focus: Tasks Requirement : Trust Issue: Completion Focus: ??? Requirement : Movement/ Closure Forming Transforming Performing Norming Storming Actions:  Set Direction  Clarify Goal(s)  Clarify Roles  Provide Info  Communicate Actions:  Set Ground Rules  Listen  Manage Differences  Get Buy-in Actions:  Involve All  Provide F/B  QC Actions:  Cheerlead  Use Learning Cycle  Delegate Actions:  Evaluate  R&R  Conclude  Back to Forming Stages of Team Development Teams normally have a static membership and how the individuals within the team relate can have a big bearing on team performance. If a member leaves, or another joins, the dynamics of the team can be changed greatly.

10. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 10 Team Building The benefits to building happy and productive team are limitless. The benefits to building happy and productive team are limitless. To have an effective team, each person must have some insight into the dynamics of relationships within the team. To have an effective team, each person must have some insight into the dynamics of relationships within the team. The most effective teams basically operate with focused objectives and it is the Team Manager’s responsibility to clarify the team goals. The most effective teams basically operate with focused objectives and it is the Team Manager’s responsibility to clarify the team goals.

11. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 11 Key Objectives Management of the process is critical for a project success. Management of the process is critical for a project success. The Team Manager needs to be the problem solver and leader. The Team Manager needs to be the problem solver and leader. The Team needs a standard set of tools to succeed. The Team needs a standard set of tools to succeed. The Team needs to have ownership and be responsible for their goals. The Team needs to have ownership and be responsible for their goals.

12. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 12 Tools for Management

13. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 13 Action Item List

14. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 14 Program Contract

15. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 15 Meeting Minutes

16. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 16 Core Team Recommendation Sheet

17. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 17 Phase Review Checklist

18. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 18 Appendix Form

19. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 19 Phase Review Format

20. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 20 Weekly Executive Summary Report

21. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 21 Developing and Implementing the Lifecycle Process By Bruce Schwickrath Product Lifecycle Management (PLM) is a process that can consistently deliver great products on time. World class companies need to have a process that will deliver the correct product, within the market window and with the greatest value to the customer and the company. At the end of the day companies are only remembered for their products. Predictability of product delivery is critical for market launch success and the product development processes can be a competitive weapon to get the product to the market first. Constant delays to product introductions can jeopardize a company’s ability to make a profit. Companies that take too long to design, pilot and introduce a new product into production, will not be competitive! Product Lifecycle Management breaks down the departmental silos that have limited interaction within the company. The process should be totally encompassing and includes the entire lifecycle of the product. When new products are developed, we also need to consider impacts to existing products that are available. A truly effective lifecycle process engages a variety of cross-functional participants from marketing, engineering, procurement, manufacturing, sales, and service departments. The objective of the process is to provide functional areas with a consistent and company sanctioned guideline for Product Creation, Product Testing, Release, Delivery and, Field Support. This is done by establishing corporate requirements for documentation and management approval through the major stages of a product's life cycle. For this process to be successful it must be flexible, but be managed by a leader that has the support of the senior management team. To develop a product Lifecycle process you must begin by understanding the requirements of the process. The assessment step is the most critical part in developing the process. This step is started by building a team of professionals in their functional areas. This cross functional core team is the body of knowledge that will develop the process. The group task for this team is a brainstorming session to define what is not working, what is working and what is missing from the current process that is in place. The team needs to also develop the objective of this project and then establish a project plan and schedule. Listed below is the flow of developing the lifecycle process. Map the current process Story board current process (Including the MRP/ERP and MIS links) Develop a Fish bone or flow chart of the process Define Dependents and deliverables Define requirements for each functional (everyone should be involved) Define deliverables from each functional area Develop timing of deliverables to other functional groups Develop timing of receivables from other functional groups Define metrics or data associated with each deliverable Define major phase and sub phases Define a functional maturity plan of the product Divide the Fish bone or Flow chart into the major phases

22. PO Box157, Great Mills MD 20634 (301) 994-3449 http://www.plmguru.com Copyright PLM Consulting 2003 22 Developing and Implementing the Lifecycle Process By Bruce Schwickrath Define requirements for phase exit (check list) List major activities for each phaseList major activities for each phase List deliverables for each phase (exit check list)List deliverables for each phase (exit check list) Develop template for phase exit check listDevelop template for phase exit check list Define metrics to audit the processDefine metrics to audit the process Define approval authority and management structure Define management authority to review progress and approve phase transitionDefine management authority to review progress and approve phase transition Define management process of the project teamDefine management process of the project team Define reporting process of project status.Define reporting process of project status. Define escalation method of issuesDefine escalation method of issues Document the process Develop document outlineDevelop document outline Present process and plan to the executivesPresent process and plan to the executives Create flow charts of each phaseCreate flow charts of each phase Create a overview document of the phasesCreate a overview document of the phases Develop the process document and standard formsDevelop the process document and standard forms Document metrics used to control and audit processDocument metrics used to control and audit process Develop a training program Define levels of training requiredDefine levels of training required Develop course outlineDevelop course outline Develop class documentationDevelop class documentation Dry run presentation to lifecycle process development teamDry run presentation to lifecycle process development team Implement the process Release documentationRelease documentation Roll out trainingRoll out training Review and revise Audit the process for conformance and issuesAudit the process for conformance and issues Audit metricsAudit metrics Revise documentation if requiredRevise documentation if required A high level Lifecycle flow chart should be used to explain the detail of each phase and used as a training tool for all employees. The project management team should be the owner of the process and revise the documents when improvement opportunities are identified. The other area that needs to be addressed is the methodologies of the management team including a common look and feel of communications and documents from the group. Also performance measurement tools like schedule date vs. actual, build vs. plan, delivery vs. promise, bill of material accuracy, income vs. plan, ROI vs. plan, sales to plan, changes to original design, cost vs. budget, and other metrics need to be included in the process. The success of Developing and Implementing the Lifecycle Process depends on ownership and deployment of the process. The process owner needs to be a champion of the process, trainer and cultivator. The leader of the development team that develops the lifecycle process needs to be an expert in the process and the escort to lead the team through the process. Executive endorsement and adoption of the process is key to the continued success of the process. More information on lifecycle process can be found at www.plmguru.com