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New
Product Development and Introduction Manual
Quality Systems Innovations, Inc. offers a New Product
Development and Introduction Manual to guide you through the
development and introduction of your product or service. It was written by William
C. (Bill) Fenwick and includes what he found works best in over
forty years of successful, and occasionally not so successful, new
product or service programs. It is loosely based on the
Product Life Cycle concept and includes the best features of product
life cycle and common sense management. We
believe that it is the most complete compilation of information
existent on new product and service development and is offered in
two volumes.
In
Volume 1, Bill takes you through the entire new product development
and introduction process. He tells you why you need to take
specific actions and who should be responsible for
them. Volume 1
includes the processes and actions required to develop, support, and
introduce complex systems and services with specific prompts for
software controlled electro-mechanical units or systems. It is
easily scaled down for simpler products and applies equally well to
services when terminology is changed for your application. You
tailor your New Product Development and Introduction Manual
only to what your company and product or service
needs. Suggestions are included throughout the text for
customizing Volume 1 to meet your
requirements. It can also be easily modified for a learning
institution. Simply change the titles so that they are aligned
with the titles in your organization and you're off and running. For
example: change "Engineering Department" to "Curriculum
Department", "Marketing Department" to "Business
Department", etc.
Volume
2 is available for those who would like further guidance in
developing specific process documentation. It includes formats
and templates for all recommended process control documents
(specifications, reports, logs, etc.), specific instructions for
customizing them for your company, and guidance for their use.
As always, the success of your new product development and
introduction process will still depend on you and your staff,
but Bill supplies the process tools and direction to run your
process successfully. You save time and money by doing things once,
doing them right, and doing only what is required.
Pricing
When purchased separately:
Volume I – Process . . . . . . . . . . . . . . . . . .
. $199.00
Volume II – Supporting Documentation . . . . . .
$149.00
When purchased together:
Volumes I and II . . . . . . . . . . . . . . . . . . . . .
$299.00
If you
are concerned with the development and introduction of a product or
service for any company or are the owner of a small business, this
manual is a must!
NEW PRODUCT DEVELOPMENT AND
INTRODUCTION MANUAL SAMPLE
Our New Product Development and Introduction Manual is written
for the user and is a ready reference at all phases of your new
product program. It satisfies the requirements of ISO
9001:2008 and you may easily customize it for your company if you
wish. We provide the instructions! However, it may be used
effectively in its generic format for training your associates for
new product programs and as a specific guide for conducting those
programs.
Our New Product Development and Introduction Manual
covers the full range of actions you will require and encounter in
your new product programs and includes guidelines for using the
manual.
TOPICS
INCLUDED:
Product Screening - Idea to Budgeted Product
Product Identification
Preliminary Review and Approval
Inclusion in the Annual Budget
Program Preparations
Team Selection and Assignment
Team Guidelines
Program Requirements Specification
Technology Evaluation
Preliminary Program Documents and
Projections, Including:
Program Evaluation Funding Approval
Program Specification and Evaluation
Product Functional Specification
Product Structure
Proprietary Rights Appraisal
Updated Program Documents and
Projections, Including:
Product Design and Readiness
Funding Approval
Commitment, Product Design, and Readiness
Evaluation
Final Department Plans
Final Manning Assignment for Major
Activities
Product Design
Product Test Plans
Prototype Build
Product Order to Delivery Checklist
Unit Test
Product Documentation
Documentation Transfer (Internal
Documentation)
Product Launch Plan
Product Announcement
Updated Program Documents and
Projections, Including:
Product Qualification and
Production Start-up Funding Approval
Product Qualification and Production Start-up
Funding Approval
Manufacturing Readiness Review
System Integration Test
First Piece Build
Qualification Test
Regulatory Compliance Verification
Beta Test (if required)
Product Launch
Production and First Shipments
Program Financial Performance
Review
Product Manufacturing Cycle
Ongoing Responsibility for Product
Regular Financial Reviews
Product Continuation and Withdrawal
The following are extracted from Volume 1 of our New
Product Development and Introduction Manual. They include a
general statement of purpose and company commitment to new product
development (and introduction) and highlights from several sections
of the manual.
1. GENERAL
1.1. INTRODUCTION
XYZ Company recognizes its responsibility as a manufacturer of
quality products to develop and introduce new or significantly
improved products in a prompt, yet responsible manner. To this end
the company has developed and documented a New Product Development
and Introduction Process (NPDI.) This system complies with the
requirements of the International Quality Standard ISOO9001: 2000
and XYZ Company's Quality Manual, [XX-XXXX].
The purpose of this manual is to define the steps to be taken in
each NPDI program and the responsibilities and authority of those
assigned to it. It provides for ongoing oversight to assure that new
or improved products meet all agreed goals established for them,
primarily performance, quality, cost and scheduled availability. All
NPDI developed products will be documented and controlled in
accordance with the company's Engineering Standards, Quality Manual
and Documentation Control Procedure.
The Manual covers the entire New Product Development and
Introduction process from the initial product idea through NPDI
product production. This is done in six phases, each of which
corresponds to a controlled stage of the NPDI process. Phase 1 is
preparatory and defines how the product is conceived and included in
the company's Product Migration Plan. Phases 2 through 6 define the
development, introduction and production process for the NPDI
product.
This manual is for internal use only, and is issued to all
internal XYZ Company departments on a controlled basis. Issue to
anyone outside XYZ Company requires the approval of the President of
XYZ Company. Any deviation from the practices specified in this
manual requires the approval of the department manager in whose area
it occurs and the NPDI Program Manager
____________________________, Date:_____________
[Name], President
1.2. BACKGROUND
1.0 General
1.1 The New Product Development and Introduction Process (NPDI)
is loosely based on the "Life Cycle" process currently in use in
parts of our industry. The NPDI process focuses on the product
identification, authorization, design, qualification, introduction
and production of the new product in an expedited and adequately
documented fashion. It defines what is required to get the
right product to market at the right price and at the right time,
and to support it properly throughout the process.
1.2 The NPDI Process applies to any product, including software
and services, and may be edited to include the appropriate
terminology for these products. This manual is written for large and
complex software controlled electro-mechanical systems, and may be
scaled down for less complex units. {Edit this sentence for the
scope of products your company will develop.}
1.3. HOW TO USE THIS MANUAL
1.0 General
1.1 The major paragraphs of this manual are presented in the
order in which you should perform the tasks they describe for the
best program results. However, each of these paragraphs is
complete for the tasks they describe to facilitate use of the manual
as an NPDI program reference book.
1.1.1 You are encouraged to read and understand this manual in
its entirety before you attempt to implement the NPDI Process for
your product. You should always try to understand why something is
required rather than incorporate it blindly. It is possible
that a particular step does not apply to your product and should not
be taken.
1.2 A significant part of this manual is concerned with making
sure that your product is well defined, that you and the entire NPDI
team knows exactly what is proposed. Once that is established
the product and program are then subjected to technical and
financial inspection as well as extensive evaluation of where the
product fits in XYZ Company's product line and market area. If
there is any question of the proposed product's viability it should
be identified early rather than late in the program. Indeed,
sometimes the best course is to terminate the program.
1.3 An equally significant part of the NPDI program is concerned
with the design, test and qualification of the product. This
is the part that most people think of when the subject of new
product development comes up. Obviously, it must be done right or
there is no product. Again, the key is to understand your
product first. Know the risks before you assume them.
1.4 The Concurrent Engineering approach to product design is to
be used as a matter of XYZ Company policy. This will avoid
having to do things twice, and will assure that each department has
its needs considered in the design process. Typical examples
of this approach are:
1.4.1 Designing for convenience of manufacture. This will
assure in so far as possible that the Manufacturing and Engineering
Bills of Material will be the same. It will also be helpful to
bring Service into the process to assure commonality in
Manufacturing and Service assemblies, a convenience for Service in
the procuring and stocking of spares.
1.4.2 Designing for Manufacturability (DFM.) The designing of
products for minimum component counts and reduced assembly times as
well as a minimum of required adjustments will be of considerable
benefit to XYZ Company. This usually requires compromise
across the board because of tooling costs and time constraints, but
is worthwhile to keep manufacturing costs as low as possible and to
pave the way for subsequent cost reductions.
1.5 Another equally important part of the NPDI program and
process is the readiness of key departments to support the product.
These concerns include:
1.5.1 Engineering
· Installation Support
· Product Sustaining
1.5.2 Manufacturing
· Manufacturing Engineering (Process, Tooling)
· Production Readiness
· Product Sustaining
1.5.3 Quality
· Vendor Qualification
· Inspection (Receiving, In-process)
· Statistical Quality Control Preparations
1.5.4 Service
· Training of Service Technical Personnel
· Technical Communications (Manuals)
· Customer Training (Trainers, Manuals)
· Installation (Teams)
· Service Contracts
1.5.5 Marketing/Sales
· Product Information Guides
· Sales Literature and Videos
· Training (Salespersons)
1.6 The NPDI program requires a number of written documents,
specifications, evaluations, reports, etc. Always understand
the reason for the document and what purpose it will serve before
you provide it. It may not be appropriate for your particular
product or program. Do not include anything just to comply with this
manual. By the same token, be sure that you have a good reason
for not including anything that is specified. The Program
Manager must agree before any requested information is left out.
1.7 Finally, anything written for this NPDI program should be
concise and to the point as well as accurate. Bullet
statements are generally sufficient, and are preferred.
2. NEW PRODUCT DEVELOPMENT AND INTRODUCTION PROCESS
2.1. GENERAL
1.0 Background
1.1 The development and introduction of new or significantly
enhanced products is essential for the continued growth and success
of XYZ Company. The process is challenging because time and
resources are always limited. The NPDI Process is a guide to
what is important in the development and introduction process, and
how it is to be handled most efficiently. Its use also helps weed
out non-viable products, and assures that those that are pursued are
within the company's means, respond to a real customer/market need,
perform as specified, reach the market when required, and are kept
within the established cost targets.
1.2 Estimates of development and sustaining costs and man/hours,
product costs (material, labor and overhead), function preparations
(Engineering, Quality, Manufacturing and Service), etc. will be
required in the course of the NPDI program. They are part of the
individual department planning process that starts in this
phase. They must be as accurate as possible as they have a
direct impact on whether or not the NPDI program will be funded, and
on the success of the program. They will be revisited as the
program progresses. Significant increases later in the program
may cause its cancellation.
3. PHASE 1 - PRELIMINARY SCREENING - IDEA TO BUDGETED
PROGRAM
1.0 General
1.1 The information presented in this phase is background on how
new ideas evolve to be considered for NPDI programs in XYZ
Company. The program and process for developing and
introducing the new NPDI product starts in Phase 2. In most
cases the products with which you will be involved will have
completed Phase 1.
1.2 Phase 1 is the phase in which the proposed product is
identified, evaluated, reviewed against current XYZ Company and
competitive products, prioritized and budgeted. It can be a long
process and starts with the germination of a new product idea.
The main elements of this phase are:
1.2.1 Product Migration Plan
The Product Migration Plan is a matrix of the product families
that includes each of the existing and proposed products in each
family ranging from the least to the most complex. It will identify
the expected life of each product over a timeline, and will indicate
products to be replaced and those replacing them. The format
is at the discretion of Marketing/Sales, and is not presented here.
{In small companies with a limited product line, the Product
Migration Process may be simplified. However, it is essential to
understand where and whether the proposed product fits in your
company's market and product line.}
1.2.2 XYZ Company Annual Budget Process
The actual budgeting process is under the control of
Finance/Accounting, and will not be explored in depth in this
manual.
{It is normal practice for companies to consider proposed new
products as part of the Annual Budgeting process. Development work
on new products should not be undertaken until the program is
reviewed, understood and budgeted.}
3.1. PRODUCT IDENTIFICATION
General
1.0 Sources of New Product Ideas
1.1 New product ideas can originate anywhere - within or outside
XYZ Company. Someone within the company, usually from
Marketing/Sales will champion the idea and initiate the evaluation
of its market potential.
2.0 The Bubbling-up Process
{The following is typical of many companies and has merit in your
company. Early planning for development and introduction of new
products is essential for their success. The following may be edited
to reflect to approach used by your company.}
2.1 A product idea that Marketing/Sales or any other XYZ Company
department thinks worthwhile will initially be discussed
informally. Eventually, as interest grows, they will be
discussed formally, and brought to the attention of all department
managers and the Executive Committee. The venue for this
presentation is the Product Migration meeting; a planning meeting at
which proposed products and where they fit in XYZ Company's product
line are discussed. The result of this meeting is the Product
Migration Plan that is forwarded to the Executive Committee and the
President of XYZ Company for approval.
2.2 The Product Migration meeting is normally chaired by
Marketing/Sales, and is attended by the managers and key personnel
from all XYZ Company departments. The meeting agenda is a
proposed Product Migration Plan developed by Marketing/Sales, often
with the assistance of Engineering. The Marketing/Sales
Manager will present the new product idea at the appropriate time
during the Product Migration Meeting with the support of the
Engineering Manager and any others who may wish to participate.
2.3 If, after the presentation and discussion, the
Marketing/Sales Manager and the other attendees agree that the new
product idea has merit and should be considered further, it is
prioritized and included in the final Product Migration Plan.
2.4 The Product Migration Plan is forwarded to the Executive
Committee. When approved by the President of XYZ Company it
will be used as one basis for the annual budgeting process.
4. PHASE 2 - PROGRAM PREPARATIONS
1.0 General
1.1 Phase 2 is the first activity that involves the NPDI Team,
and is concerned with making an initial assessment of the business
opportunity for the proposed NPDI program.
1.1 Included in Phase 2 are:
· Selection of Key Team Members
· Product Code Name
· Team Guidelines
· Product and Program Plans and Documentation (Preliminary)
1.2 Once the program satisfactorily completes the screening
process and exits Phase 2, the new product is authorized and funded
(phase by phase.)
NOTE: Volume 2 of our New Product Development and Introduction
Manual includes all required (or suggested) forms, including
detailed instructions for their use.
View list of
forms and templates here Order
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