ETM 5391

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ETM 5391 New Product Development and
CommercializationFall 2003

• Instructor Mr. C. Michael Carolina
• Date August 19 September 16

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Biographical Summary C. Michael Carolina

• Mr. Carolina is a research consultant with the
  Education, Research, and Economic Development
  Foundation of Oklahoma State University (OSU).
  He is also an adjunct professor in OSUs College
  of Engineering, Architecture and Technology.
• He received his B.S. degree from OSU in 1967 and
  his M.S. from the University of Oklahoma (OU) in
  1971. He completed ATTs Executive Development
  Program at Princeton, NJ, in 1986. Mr. Carolina
  served in several of ATTs New Jersey-based
  operations, including technology transfer of Bell
  Laboratories-designed telecommunications products
  to ATTs and Lucent Technologies joint ventures
  in India, Korea, Taiwan, The Netherlands, Spain,
  Brazil and St. Petersburg, Russia. In 1996, he
  was named engineering director at Lucents
  Manufacturing and Global Provisioning Center in
  Oklahoma City. He retired in 2001 after 28 years
  with the Western Electric Co., ATT and Lucent.
  Mr. Carolina serves on the board of directors of
  the Oklahoma Medical Research Foundation, the
  National Memorial Institute for the Prevention of
  Terrorism, the Jim Thorpe Association, and serves
  on engineering advisory boards at OSU and OU.

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Course SyllabusETM 5391 New Product
Development and Commercialization

• Instructor Mr. C. Michael Carolina
• Office ATRC 204
• Telephone [phone]
• Email carolcm_at_okstate.edu
• Prerequisite Graduate standing or by permission
  of instructor
• Objective
• By focusing on the New Product Introduction (NPI)
  process and the role of the design/product/process
  engineerfrom both a traditional and an emerging
  perspectivethe student will gain a better
  appreciation and understanding of NPI as a
  business imperative and a necessary core
  competency of a successful organization.

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Course SyllabusETM 5391 New Product
Development and Commercialization

• Scope
• The elements of NPI--marketing, design,
  development, manufacturing, provisioning, and
  support
• NPI as an integral part of business strategy and
  business planning
• NPI as a vehicle to create competitive advantage
  for the organization and its customers
• The environment for sustaining NPI consistency
  and realizing improvement project after project
• The tools and metrics of new product development
  and introduction
• The order-realization infrastructure needed to
  get new products to customers in a manner that
  meets or exceeds their expectations, and that
  delivers the desired financial and overall
  business objectives

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Course SyllabusETM 5391 New Product
Development and Commercialization

• Fall 2003 Schedule
• Week 1 (8/19) Introduction, Objectives, Class
  Profile, Technology Evolution, Current
  Engineering vs. New Product Engineering, and
  Review of Strategic and Business Planning
  Processes
• Week II (8/26) The NPI Process Traditional
  vs. Contemporary Approach
• Assignment HBR Case Study 1
• Week III (9/02) Benchmarking, Project Planning,
  Cross-functional Integration, Systems and Tools
• Week IV (9/09) Building Development Capability,
  and Creating an Environment for Invention and
  Innovation
• Assignment HBR Cast Study 2
• Week V (9/16) Review and Wrap-Up

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Course SyllabusETM 5391 New Product
Development and Commercialization

• Reference Materials
• Steven C. Wheelwright and Kim B. Clark,
  Revolutionizing Product Development Quantum
  Leaps in Speed, Efficiency, and Quality. The
  Free Press. ISBN - 0-02-905515-6.
• Living on Internet Time Iansiti and
  MacCormack, Product Development at Netscape,
  Yahoo!tm, NetDynamics, and Microsoft. HBR, June
  30, 1999. Product Number 967052.
• Clark and Wheelwright, Make Projects the School
  for Leaders. HBR, September-October, 1994.
  Reprint 94503.
• Gill, McAllister Imaging, AE-1 Project. HBR,
  November 1, 1991. Product Number 9690069.
• Himmelfarb, Middle Managements Role in
  Promoting Fast New Product Development. Quality
  Digest, March, 1996.

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ETM 5391 New Product Development and
CommercializationWhy Do It?

• Competitive Advantage/Staying Competitive
• Short-term and Long-term Viability/Sustainability
• Fund More Research
• To Improve the Quality of Life
• To Solve Technology-based Problems
• New Platforms and Derivative Products
• Improve Productivity and Efficiency
• Protect Installed Base
• Protect Customers Investment
• Create Brand Loyalty
• Vehicle for Strategic Partnership
• Meet Stakeholders Expectations
• Customers
• Employees
• Investors
• Renewal and Transformation of the Organization

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ETM 5391 New Product Development and
Commercialization

• Starting Premise
• Innovation is key to the long-term vitality of
  all enterprises
• Innovation means more than just new products it
  also means new services and ways of doing
  business
• While the challenge to innovation is originating
  new ideas, time is at the core of successful
  innovation.
• Timely execution is very demanding

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ETM 5391 New Product Development and
Commercialization

• New Product Introduction
• Thinking Strategically
• Thinking Commercially
• Thinking Globally
• People, Programs, and Processes
• Transforming Knowledge Into Economic Value

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ETM 5391 New Product Development and
Commercialization

• Battle of the X-Planes
• (Development of the Joint Strike Fighter)

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ETM 5391 New Product Development and
Commercialization

• Entrepreneurship/Intrapreneurship Strategy,
  Investment, and Technology (Creating Value)
• Bringing New/Disruptive Technologies to Market
• Improving Existing Products and Services
• Comparative and Competitive Advantage
• Avoiding the Blinded by Success Syndrome

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• The significant problems we face cannot be
  solved at the same level of thinking we were at
  when we created them.
• Albert Einstein

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ETM 5391 New Product Development and
Commercialization

• Moores Law
• Transistor count (power) will double every 18
  months and will continue for many years.

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ETM 5391 New Product Development and
Commercialization

• A New Paradigm for Innovation
• Invention vs./and Innovation
• A Business Imperative
• Sources of Innovative Ideas
• Building Innovation Capabilities
• The Culture for Innovation
• Ringing the Cash Register

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ETM 5391 New Product Development and
CommercializationSuccessful Innovation Companies

• Vision/Mission/Values
• Alignment Around Values
• People Systems Around Values
• Organize for Success
• Effective Integration and Communication
• Clarity of Responsibility and Accountability
• Focus on Results Thru Flawless Execution
• Technology Platform Leader
• Provide the Technological Foundation on Which
  Other Products Are Built
• Interoperability
• Encourage Other Companies to Develop and Build
  Complementary Innovations

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ETM 5391 New Product Development and
CommercializationSuccessful Innovation
Companies (contd.)

• Entrepreneurship/Intrapreneurship/Venture
  Capital
• Focus on Continuous Improvement
• Marketing/customer Requirements and Expectations
• Research, Design, and Development
• Manufacturing and Provisioning
• Strategic Suppliers
• Celebrate/Reward Success

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• The moment or time of greatest success may also
  be the moment or time of greatest vulnerability.
• A Famous Quote of Unknown Origin

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• Progress lies not in enhancing what is, but in
  advancing toward what will be.
• Kahlil Gibran

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ETM 5391 New Product Development and
Commercialization

• The Role of the Engineer in Product Development
• D B O D
• Create Sustained Value for Customers and
  Stakeholders
• Do No Harm (Product Safety and Environmental
  Protection)
• Do the Right Things to Meet Objectives for
  Top-line Revenue and Bottom-line Profitability

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ETM 5391 New Product Development and
Commercialization

• Full Stream Lifecycle Management (ISO 15288)
• Design
• Build
• Operate
• Dispose

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ETM 5391 New Product Development and
CommercializationAssignment 1

• Individual Profile Including Organizational
  Affiliation, Job Responsibilities, Career
  Aspirations and Other Pertinent Information