From Concept to Production: Designing Quality Programs for New Product Development

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"From Concept to Production: Designing Quality Programs for New Product Development"

STUDY OVERVIEW

Would you start training a horse after its first race? By extension, having quality controls established early in the new product development process is the best way to ensure a successful launch. By insisting on “quality at the source,” companies can guard against quality problems later. Significant time and resources can be saved by engaging quality specialists and other experts in the new product development process at an early stage.

Quality leaders in all kinds of companies can use this study to identify specific metrics of introducing quality at product inception.

KEY TOPICS

• Designing Quality into New Products
• Planning for Quality

KEY METRICS

• Effectiveness and Utilization of Design Control System Elements for Quality
• Rating and Utilization of Quality Methodologies for Products and Services
• Percentage of Benchmarked Companies with Integrated Design Control Process
• Percentage of Companies with Corrective and Preventive Action Systems and Oversight Responsibilities
• Effectiveness of CAPA System Elements for Integrating Quality

SAMPLE BEST PRACTICES

• Create a Cross-Functional New Product Development and Launch Team to Own the Product and Evaluate It Before It Goes to the Manufacturing Line. “Always have an eye toward what is the end goal—including regulatory requirements,” said one partner. “Get quality involved very early on and then keep them involved birth to grave.”
• Help R&D Understand What Changes Late in the Process Mean Downstream for Manufacturing. One interviewed partner shared an anecdote about a particular product at his company that had changes made late in the process that caused manufacturing problems. “By fixing one problem, they had opened up a new can of worms,” he said.
• Employ a stage-gate system that ensures key success criteria have been met before the product is allowed to advance. Sixty-four percent of the benchmark class indicated that they have some form of design control process. Stage gates ensure that quality is “baked in” through a series of checks and balances.

Industries Profiled:
Biotech; Health Care; Banking; Financial Services; Manufacturing; Pharmaceutical; Energy; Retail; Internet; Chemical; Utilities; Insurance; Transportation; Consumer Products; Computer Hardware; Shipping; Telecommunications; Government; Computers


Companies Profiled:
Allergan; Wuxi Pharmatech; Wells Fargo; W.R. Grace; Wachovia; Vistakon; TXU Corp.; Staples; Sonoco; PSE&G; PolyOne Corporation; PG&E; Nationwide Insurance; MTR Corp. Ltd; MeadWestvaco Corp.; Marvin Windows and Doors; LifeScan; Kraft Foods; Johnson & Johnson Healthcare Systems; Janssen; GE Money; Fujitsu Computer Systems; Federal Express; Ethicon Endo-Surgery Inc.; EMC Corporation; Embarq; EchoStar Communications Corporation; DuPont Teijin Films; Dow Chemical; Dofasco; Deutsche Bank; DePuy Orthopaedics; Inc.; Department of Veterans' Affairs; Dell Computer

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