Portfolio Planning

    Predicting New Product Portfolio Performance for a Consumer Electronics Manufacturer

    Situation

    A leading manufacturer of optical electronics knew it was critical to their success to keep bringing breakthrough products to the market while also meeting corporate performance objectives. Leadership at this company was having a hard time analyzing and predicting the future financial performance of their product portfolio. They were also unable to test different combinations of products to get a good picture of how the combinations affected revenue, profitability, ROI, and resource requirements over their five year planning horizon.

    Objectives

    They have four product "categories" within their New Product Development Portfolio:

    1. Ongoing commercial products

    2. Current "in-flight" products in the development pipeline, but not yet in production

    3. Future products to which they are committed

    4. Potential future products in a "hopper" to which they are not yet committed

    They wanted a more confident way to visualize, analyze, and predict performance of these four product sets over a (6mo-5yr) planning horizon to achieve the following goals:

    • Optimize resource utilization, while staying within budget

    • Maximize long term overall portfolio profitability

    • Meet other corporate financial KPI's for example: 40% of OSD's revenue over the next 5 years must come from new products

    • Predict project attrition and associated impact to cost and revenue

    Results

    Using this solution, New Product Development Leadership now has more confidence in their planning forecasts and can make more informed and insightful decisions such as:

    • Which of the potential future projects in the hopper should they actually invest in, and when?

    • What combination and sequencing of projects will maximize long term portfolio profitability?

    • What changes are required to stay within budget and on track for revenue goals?

    • How to ensure 40% of revenue over the next 5 years comes from new products?

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    Process Improvement

     

    Boiler Control Manufacturing Lean Process Improvement

    Situation

    An international leader in high tech engineering and manufacturing on seven continents with specialties in fluid management and flow control, continues to expand its operations globally. They wanted to build a new Boiler Manufacturing facility in an emerging market and base operations upon a current plant in the U.S. But first, management wanted to ensure that the facility being replicated was utilizing best practices, so Lean practitioners began analyzing its operations.

    One of the manufacturing cells to be replicated was dedicated to assembly of boiler control devices. This product was currently being produced with a two shift operation at the U.S. facility. Traditional Lean tools suggested that capacity could be met with one shift, however the client could not achieve this goal.

    Objectives

    • Accelerate Lean Implementation for Boiler Control Assembly Cell

    • Eliminate 2nd shift requirement while maintaining production volume

    • Ensure sustainable best practices are implemented at U.S. facility and new international location

      Manufacturing

    Results

    Lean with simulation helped them achieve an 80% reduction of the second shift and improved the process saving the organization about $200,000 annually in the new and existing facility for a total of $400,000. The benefits to their Lean initiatives can also be realized with every future Lean event. For example, seven scenarios were required to discover the best result. To observe the performance of a single scenario in real life, the team would have had to wait five weeks. To run each
    scenario as a Virtual Kaizen in the simulation model took only five minutes. Therefore what would have taken 35 weeks (7 scenarios x 5 weeks) took about 1 hour by using ProModel's Process Simulator solution.

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    Custom Solutions / Custom Development

    Manufacturer Requires Custom Lean Six Sigma Simulation Training Program to Ensure Optimum Results from their Projects

    This leading manufacturer of aerospace, energy generation, and automotive component systems acquired an enterprise wide license of ProModel’s Process Simulator.  The license was going to be accessed by their certified Lean and Six Sigma Green Belts and Black Belts and Master Black Belts around the globe.  These experts were well versed in Lean as well as Six Sigma DMAIC and DMADV methodologies, but not in simulation technology nor in the best practices of conducting simulation projects.

    We worked with them to design, create and implement a custom multi-faceted training program that consists of the following components:

    • Pre-Recorded, Self-Paced, Web Based Trainings (Basic)

    • Live Monthly Web Based Training "Clinics" (Advanced)

    • On-Site Trainings as required (Both Basic and Advanced plus onsite consulting help)

    The training program was organized and structured into an actual curriculum just for them, with assessments and certifications along the way.  This initiative has helped them maximize the ROI from their technology purchase, but more importantly accelerate the results of their Lean Six Sigma Project Portfolio.

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